Ob12 03st
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The document discusses various topics related to attitudes and job satisfaction. It defines key terms like attitudes, the components of attitudes, and cognitive dissonance. It also discusses the relationship between attitudes and behaviors, different types of attitudes like job involvement and organizational commitment, how to measure attitudes through surveys, and the impact of job satisfaction on outcomes like employee performance, absenteeism, turnover, and customer satisfaction.
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This document summarizes a term paper presentation on perceived organizational support (POS) at LankaBangla Finance Limited. A group of 4 students measured POS through surveys of 18 employees at the company's Banani branch. The surveys assessed POS across several dimensions: contribution and recognition, learning and development, care for well-being, and socio-emotional support. The results showed that employees felt supported across most measures and had high job satisfaction and organizational commitment with little intention to leave. However, the study had some limitations like a small sample size and potential for biased responses.
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This document discusses attitudes and job satisfaction. It defines attitudes as a mental position relative to thinking or behavior, and notes they have cognitive, affective, and behavioral elements. It also discusses types of attitudes like job involvement and organizational commitment. The document then covers job satisfaction, its relationship to individual and organizational productivity, and how it can be measured. Determinants of job satisfaction include organizational factors, personal factors, and attitudes towards aspects of the job like work tasks, pay, and relationships. Managers should focus on increasing job satisfaction through intrinsic parts of the job to improve behaviors and reduce costs.
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This document discusses job satisfaction. It defines job satisfaction as how much an employee likes or dislikes their job. It discusses ways to measure job satisfaction, such as single ratings or summation of scores. Key dimensions that influence satisfaction are listed as empowerment, job fulfillment, payment, work group, security, and work facilitation. Tips are provided for building job satisfaction, such as understanding your strengths, setting challenges, minimizing boredom, maintaining a positive attitude, and balancing work and life. The document also discusses the relationships between satisfaction, productivity, absenteeism, and turnover. Overall, people are generally satisfied with their jobs but tend to be less satisfied with pay and promotion opportunities.
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This chapter discusses attitudes and job satisfaction. It defines attitudes as having three components: emotional feelings, beliefs, and behavioral intentions. While attitudes can predict behaviors, other factors like social pressures may intervene. Job satisfaction is a positive feeling about one's job resulting from an evaluation of its characteristics. High job satisfaction is related to better performance and lower absenteeism and turnover. Causes of satisfaction include intrinsic qualities of work, achievement, and recognition from supervisors.
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This document provides an outline for a chapter on foundations of individual behavior in organizations. It covers topics like attitudes, personality, perception, learning, and their implications. Regarding attitudes, it defines components like cognitive, affective, behavioral. It discusses job satisfaction and its impact on behaviors like absenteeism and turnover. On personality, it contrasts the Myers-Briggs and Big Five models and related traits. It also addresses emotions, emotional intelligence, and their relevance for managerial tasks like employee selection and understanding workplace behaviors.
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Its helps to management students as well as Employees in organization for understanding concept of job satisfaction.
Job satisfaction
This document discusses job satisfaction. It defines job satisfaction as how much an employee likes or dislikes their job. It discusses ways to measure job satisfaction, such as single ratings or summation of scores. Key dimensions that influence satisfaction are listed as empowerment, job fulfillment, payment, work group, security, and work facilitation. Tips are provided for building job satisfaction, such as understanding your strengths, setting challenges, minimizing boredom, maintaining a positive attitude, and balancing work and life. The document also discusses the relationships between satisfaction, productivity, absenteeism, and turnover. Overall, people are generally satisfied with their jobs but tend to be less satisfied with pay and promotion opportunities.
Robbins ob14 ppt_03
This chapter discusses attitudes and job satisfaction. It defines attitudes as having three components: emotional feelings, beliefs, and behavioral intentions. While attitudes can predict behaviors, other factors like social pressures may intervene. Job satisfaction is a positive feeling about one's job resulting from an evaluation of its characteristics. High job satisfaction is related to better performance and lower absenteeism and turnover. Causes of satisfaction include intrinsic qualities of work, achievement, and recognition from supervisors.
foundation of Behavior
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This document discusses job satisfaction. It defines job satisfaction as a positive emotional state resulting from one's job or job experiences. Job satisfaction has emotional, cognitive, and behavioral components and can be influenced by life satisfaction and influence life satisfaction in turn. The document examines the links between job satisfaction and other variables like job performance, absenteeism, and turnover. While job satisfaction is linked to these variables, the links are often weak and influenced by other factors. The document also discusses Herzberg's two-factor theory of job satisfaction and the exit-voice-loyalty-neglect framework for how employees respond to job dissatisfaction. Overall job dissatisfaction can lead employees to neglect their jobs, exit an organization, or use their voice
ch3 attitudes and job satisfaction
The document discusses several key aspects of employee attitudes and job satisfaction. It defines attitudes as evaluative statements that can be favorable or unfavorable. The three main components of attitudes are the cognitive, affective, and behavioral components. While attitudes guide behavior, the relationship is complex and not absolute. Job satisfaction, organizational commitment, and other major attitudes are examined in detail. The importance of regularly measuring employee attitudes through surveys is also highlighted.
Job Satisfaction & Job Performance
The document discusses the relationship between job satisfaction and job performance. It provides examples of different occupations having varying levels of satisfaction and performance. The main points are:
1) Job satisfaction is found to not be strongly related to job performance.
2) Organizations can help ensure employee performance through rules, procedures, rewards and punishments regardless of job satisfaction levels.
3) Job performance may influence job satisfaction if employees are fairly rewarded for good performance, reversing the expected relationship direction.
Session 4 attitudes
The document discusses how attitudes, specifically job satisfaction, impact job performance and satisfaction. It defines job satisfaction as an emotional response to one's job and discusses how it varies globally and is influenced by factors like need fulfillment, values, and equity. Higher job satisfaction is linked to less absenteeism and turnover as well as better performance, while lower satisfaction can lead to behaviors like tardiness. The document also examines organizational commitment, job involvement, and responses to job dissatisfaction.
Attitude and Job Satisfaction
The document discusses attitudes and their relationship to behaviors. It defines attitudes as evaluative statements about objects, people, or events, and notes they have cognitive, affective, and behavioral components. Attitudes are influenced by a desire to reduce cognitive dissonance. Recent research shows attitudes can predict behaviors when moderating variables like importance and experience are considered. Job satisfaction is discussed as an attitude involving positive or negative feelings toward one's job. High job satisfaction is linked to higher productivity, fewer absences, and lower turnover. Overall the document examines how attitudes, especially job satisfaction, influence and relate to important workplace behaviors and outcomes.
Factors of job Satisfaction
This document discusses factors that influence job satisfaction. It identifies organizational factors like occupational level, job content, leadership style, pay/promotions, working conditions, respect from coworkers, and workload/stress levels. It also notes personal factors such as personality-job fit, finding fulfillment in one's work, and accurate role perception can impact satisfaction. Job satisfaction is determined by how content employees feel with their job or aspects of their job. Both individual and workplace characteristics shape an employee's attitudes and satisfaction.
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This document discusses factors that influence job satisfaction and the effects of job satisfaction on employee performance and turnover. It finds that overall job satisfaction has declined in the US from 61% in 1987 to 47% in 2006. Key determinants of job satisfaction include the nature of the work, supervision, pay, promotion opportunities, and relationships with coworkers. Higher job satisfaction is linked to lower absenteeism and turnover. Dissatisfied employees may express their dissatisfaction through exit, voice, loyalty, or neglect.
Attitudes
Attitudes are evaluative statements about objects, people, or events that have three components: emotional feelings, beliefs or opinions, and behavioral intentions. Behavior does not always follow directly from attitudes, as other factors can influence the relationship. Major job attitudes include job satisfaction, involvement, commitment, perceived organizational support, and engagement. Job satisfaction is positively related to job performance, organizational citizenship behaviors, customer satisfaction, and negatively related to absenteeism and turnover. Managers should monitor employee attitudes to identify potential problems and try to increase positive attitudes in order to improve performance and reduce costs.
Attitudes and Job Satisfaction
,
attitudes and job satisfaction
,
attitudes
,
moderating variables
,
predicting behavior from attitudes
,
job satisfaction
,
another major job attitude
,
causes of job satisfaction
,
employee responses to dissatisfaction
Job Satisfaction & Dissatisfaction
This document is a case study and analysis of job satisfaction and dissatisfaction among workers at Nalco Water India Limited in West Bengal. It includes an introduction discussing approaches to measuring job satisfaction, such as overall ratings and ratings of specific job facets. The consequences of job satisfaction, like improved performance and reduced absenteeism and turnover, are also examined. The document consists of sections on literature review, aims of the study, methods, results, suggestions, conclusions and limitations.
Job satisfaction
Job satisfaction refers to an employee's overall positive or negative attitude towards their job. It is influenced by organizational factors like pay and promotion opportunities, personal factors like age and education, and work environment factors like supervision and working conditions. Herzberg's theory states that motivator factors like achievement and responsibility can lead to satisfaction, while hygiene factors like salary and job security can lead to dissatisfaction if absent. Satisfied employees are slightly more likely to perform well and less likely to be absent than dissatisfied employees. The EVLN model describes how dissatisfaction can be expressed through exit, voice, loyalty, or neglect.
Job satisfaction
The Importance of Job Satisfaction, measurement of job satisfaction, Reasons and impact of Job dissatifaction of employees on the organisation
Impact of satisfied employee on workplace
This document discusses the impact of satisfied employees in the workplace. It notes that satisfied employees are less likely to quit, routinely show up for work, and go above and beyond the call of duty. Research indicates that satisfied employees can increase productivity by 12% and boost customer satisfaction and loyalty. Satisfied employees are more committed to their jobs and are considered "marathon runners, not sprinters." When employees feel the company cares about their interests, they will care about the company's interests in return.
Job Satisfaction | Factors that Cause Job Satisfaction |
Job Satisfaction | Factors that Cause Job Satisfaction |
Impact of Job Satisfaction on Job performance
OCB
Customer satisfaction
Absenteeism and turnover
Workplace deviance
Measuring Attitude and Other Non-job Roles
Surveys consistently show that attributes such as attitude and non-job behaviour is highly valued and critically important to success. But managers shy away from including such non-technical aspects in the job description because they are perceived to be highly subjective.
This webinar looks at a process of measuring four non-job behaviours and considers a breakdown of their competencies and ways of giving feedback on the performance of the non-technical dimension of what people do at work.
Attitudes and job_satisfaction
Job attitudes, such as job satisfaction and organizational commitment, influence employee behaviors and organizational outcomes. Job satisfaction is an overall positive feeling about one's job resulting from an evaluation of job characteristics. It is influenced by personality and job factors like pay, autonomy, and work content. Higher job satisfaction is related to improved performance, citizenship behaviors, and lower turnover. Managers should focus on enhancing positive job attitudes to benefit the organization.
Job satisfaction - does it impact on-job performance?
What is "Satisfaction"?
Satisfaction means the simple feeling of attainment of any goal or objective.
What do you understand by "Job Satisfaction"?
Job satisfaction refers to a person’s feeling of satisfaction on the job, which acts as a motivation to work. It is not the self-satisfaction, happiness or self-contentment but the satisfaction on the job.
Job satisfaction relates to the total relationship between an individual and the employer for which he is paid.
What does "Job Dissatisfaction" say?
Job dissatisfaction brings an absence of motivation at work.
Impact of Job Satisfaction and Job Dissatisfaction on Employees Productivity
The document discusses the impact of job satisfaction and dissatisfaction on employee productivity. It explores how factors like career growth, work-life balance, compensation, relationships with coworkers and supervisors, and working conditions can influence an employee's level of satisfaction and productivity. Job satisfaction is beneficial for organizations as it can lead to less turnover, increased productivity and profits, and reduced absenteeism, while dissatisfaction stems from issues like poor working environments, low salaries, and lack of job security or growth opportunities.
O.b 2 attitude and job satisfaction
This document discusses attitudes and job satisfaction. It defines job satisfaction as a positive emotional state resulting from one's appraisal of their job. Components that influence job satisfaction are identified as the work itself, pay, promotion opportunities, supervision, coworkers, and working conditions. The document also examines how employees can express dissatisfaction through exit, voice, loyalty, or neglect and discusses outcomes of job satisfaction such as performance, turnover, and absenteeism. Ways to enhance job satisfaction are proposed like making jobs more fun and matching people to jobs that fit their interests.
Jobsatisfaction
The document discusses the topic of job satisfaction. It defines job satisfaction as a pleasurable emotional state resulting from one's job or job experiences. It identifies six main determinants of job satisfaction: the work itself, pay, growth and upward mobility, supervision, co-workers, and attitudes toward work. The document outlines several theories of job satisfaction, including the facet model, Herzberg's motivator-hygiene theory, the discrepancy model, and the steady-state theory. It discusses potential consequences of job satisfaction such as performance, absenteeism, turnover, organizational citizenship behavior, and worker well-being. The document provides advice for managers on understanding and improving job satisfaction.
Ob12 07st
The document summarizes job design theory and the job characteristics model. It identifies five core job characteristics (skill variety, task identity, task significance, autonomy, feedback) and explains how they relate to employee motivation, performance, and satisfaction. It provides examples of jobs with high and low ratings on each characteristic and discusses how enriching jobs or varying work arrangements can improve motivation.
Ob12 09st
The document discusses various aspects of group behavior, including:
- Defining groups as two or more individuals interacting interdependently to achieve objectives. Formal groups are organizationally defined, while informal groups form based on social needs.
- People join groups for reasons like security, status, self-esteem, affiliation, and power.
- Groups go through five stages of development: forming, storming, norming, performing, and adjourning. Alternative models also exist, like one for temporary groups with deadlines.
- Key group properties include roles, norms, status, size, and cohesiveness. Groups are influenced by factors like roles, norms, conformity, and decision-making techniques.
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Job satisfaction
This document discusses job satisfaction. It defines job satisfaction as a positive emotional state resulting from one's job or job experiences. Job satisfaction has emotional, cognitive, and behavioral components and can be influenced by life satisfaction and influence life satisfaction in turn. The document examines the links between job satisfaction and other variables like job performance, absenteeism, and turnover. While job satisfaction is linked to these variables, the links are often weak and influenced by other factors. The document also discusses Herzberg's two-factor theory of job satisfaction and the exit-voice-loyalty-neglect framework for how employees respond to job dissatisfaction. Overall job dissatisfaction can lead employees to neglect their jobs, exit an organization, or use their voice
ch3 attitudes and job satisfaction
The document discusses several key aspects of employee attitudes and job satisfaction. It defines attitudes as evaluative statements that can be favorable or unfavorable. The three main components of attitudes are the cognitive, affective, and behavioral components. While attitudes guide behavior, the relationship is complex and not absolute. Job satisfaction, organizational commitment, and other major attitudes are examined in detail. The importance of regularly measuring employee attitudes through surveys is also highlighted.
Job Satisfaction & Job Performance
The document discusses the relationship between job satisfaction and job performance. It provides examples of different occupations having varying levels of satisfaction and performance. The main points are:
1) Job satisfaction is found to not be strongly related to job performance.
2) Organizations can help ensure employee performance through rules, procedures, rewards and punishments regardless of job satisfaction levels.
3) Job performance may influence job satisfaction if employees are fairly rewarded for good performance, reversing the expected relationship direction.
Session 4 attitudes
The document discusses how attitudes, specifically job satisfaction, impact job performance and satisfaction. It defines job satisfaction as an emotional response to one's job and discusses how it varies globally and is influenced by factors like need fulfillment, values, and equity. Higher job satisfaction is linked to less absenteeism and turnover as well as better performance, while lower satisfaction can lead to behaviors like tardiness. The document also examines organizational commitment, job involvement, and responses to job dissatisfaction.
Attitude and Job Satisfaction
The document discusses attitudes and their relationship to behaviors. It defines attitudes as evaluative statements about objects, people, or events, and notes they have cognitive, affective, and behavioral components. Attitudes are influenced by a desire to reduce cognitive dissonance. Recent research shows attitudes can predict behaviors when moderating variables like importance and experience are considered. Job satisfaction is discussed as an attitude involving positive or negative feelings toward one's job. High job satisfaction is linked to higher productivity, fewer absences, and lower turnover. Overall the document examines how attitudes, especially job satisfaction, influence and relate to important workplace behaviors and outcomes.
Factors of job Satisfaction
This document discusses factors that influence job satisfaction. It identifies organizational factors like occupational level, job content, leadership style, pay/promotions, working conditions, respect from coworkers, and workload/stress levels. It also notes personal factors such as personality-job fit, finding fulfillment in one's work, and accurate role perception can impact satisfaction. Job satisfaction is determined by how content employees feel with their job or aspects of their job. Both individual and workplace characteristics shape an employee's attitudes and satisfaction.
Job Satisfaction
This document discusses factors that influence job satisfaction and the effects of job satisfaction on employee performance and turnover. It finds that overall job satisfaction has declined in the US from 61% in 1987 to 47% in 2006. Key determinants of job satisfaction include the nature of the work, supervision, pay, promotion opportunities, and relationships with coworkers. Higher job satisfaction is linked to lower absenteeism and turnover. Dissatisfied employees may express their dissatisfaction through exit, voice, loyalty, or neglect.
Attitudes
Attitudes are evaluative statements about objects, people, or events that have three components: emotional feelings, beliefs or opinions, and behavioral intentions. Behavior does not always follow directly from attitudes, as other factors can influence the relationship. Major job attitudes include job satisfaction, involvement, commitment, perceived organizational support, and engagement. Job satisfaction is positively related to job performance, organizational citizenship behaviors, customer satisfaction, and negatively related to absenteeism and turnover. Managers should monitor employee attitudes to identify potential problems and try to increase positive attitudes in order to improve performance and reduce costs.
Attitudes and Job Satisfaction
,
attitudes and job satisfaction
,
attitudes
,
moderating variables
,
predicting behavior from attitudes
,
job satisfaction
,
another major job attitude
,
causes of job satisfaction
,
employee responses to dissatisfaction
Job Satisfaction & Dissatisfaction
This document is a case study and analysis of job satisfaction and dissatisfaction among workers at Nalco Water India Limited in West Bengal. It includes an introduction discussing approaches to measuring job satisfaction, such as overall ratings and ratings of specific job facets. The consequences of job satisfaction, like improved performance and reduced absenteeism and turnover, are also examined. The document consists of sections on literature review, aims of the study, methods, results, suggestions, conclusions and limitations.
Job satisfaction
Job satisfaction refers to an employee's overall positive or negative attitude towards their job. It is influenced by organizational factors like pay and promotion opportunities, personal factors like age and education, and work environment factors like supervision and working conditions. Herzberg's theory states that motivator factors like achievement and responsibility can lead to satisfaction, while hygiene factors like salary and job security can lead to dissatisfaction if absent. Satisfied employees are slightly more likely to perform well and less likely to be absent than dissatisfied employees. The EVLN model describes how dissatisfaction can be expressed through exit, voice, loyalty, or neglect.
Job satisfaction
The Importance of Job Satisfaction, measurement of job satisfaction, Reasons and impact of Job dissatifaction of employees on the organisation
Impact of satisfied employee on workplace
This document discusses the impact of satisfied employees in the workplace. It notes that satisfied employees are less likely to quit, routinely show up for work, and go above and beyond the call of duty. Research indicates that satisfied employees can increase productivity by 12% and boost customer satisfaction and loyalty. Satisfied employees are more committed to their jobs and are considered "marathon runners, not sprinters." When employees feel the company cares about their interests, they will care about the company's interests in return.
Job Satisfaction | Factors that Cause Job Satisfaction |
Job Satisfaction | Factors that Cause Job Satisfaction |
Impact of Job Satisfaction on Job performance
OCB
Customer satisfaction
Absenteeism and turnover
Workplace deviance
Measuring Attitude and Other Non-job Roles
Surveys consistently show that attributes such as attitude and non-job behaviour is highly valued and critically important to success. But managers shy away from including such non-technical aspects in the job description because they are perceived to be highly subjective.
This webinar looks at a process of measuring four non-job behaviours and considers a breakdown of their competencies and ways of giving feedback on the performance of the non-technical dimension of what people do at work.
Attitudes and job_satisfaction
Job attitudes, such as job satisfaction and organizational commitment, influence employee behaviors and organizational outcomes. Job satisfaction is an overall positive feeling about one's job resulting from an evaluation of job characteristics. It is influenced by personality and job factors like pay, autonomy, and work content. Higher job satisfaction is related to improved performance, citizenship behaviors, and lower turnover. Managers should focus on enhancing positive job attitudes to benefit the organization.
Job satisfaction - does it impact on-job performance?
What is "Satisfaction"?
Satisfaction means the simple feeling of attainment of any goal or objective.
What do you understand by "Job Satisfaction"?
Job satisfaction refers to a person’s feeling of satisfaction on the job, which acts as a motivation to work. It is not the self-satisfaction, happiness or self-contentment but the satisfaction on the job.
Job satisfaction relates to the total relationship between an individual and the employer for which he is paid.
What does "Job Dissatisfaction" say?
Job dissatisfaction brings an absence of motivation at work.
Impact of Job Satisfaction and Job Dissatisfaction on Employees Productivity
The document discusses the impact of job satisfaction and dissatisfaction on employee productivity. It explores how factors like career growth, work-life balance, compensation, relationships with coworkers and supervisors, and working conditions can influence an employee's level of satisfaction and productivity. Job satisfaction is beneficial for organizations as it can lead to less turnover, increased productivity and profits, and reduced absenteeism, while dissatisfaction stems from issues like poor working environments, low salaries, and lack of job security or growth opportunities.
O.b 2 attitude and job satisfaction
This document discusses attitudes and job satisfaction. It defines job satisfaction as a positive emotional state resulting from one's appraisal of their job. Components that influence job satisfaction are identified as the work itself, pay, promotion opportunities, supervision, coworkers, and working conditions. The document also examines how employees can express dissatisfaction through exit, voice, loyalty, or neglect and discusses outcomes of job satisfaction such as performance, turnover, and absenteeism. Ways to enhance job satisfaction are proposed like making jobs more fun and matching people to jobs that fit their interests.
Jobsatisfaction
The document discusses the topic of job satisfaction. It defines job satisfaction as a pleasurable emotional state resulting from one's job or job experiences. It identifies six main determinants of job satisfaction: the work itself, pay, growth and upward mobility, supervision, co-workers, and attitudes toward work. The document outlines several theories of job satisfaction, including the facet model, Herzberg's motivator-hygiene theory, the discrepancy model, and the steady-state theory. It discusses potential consequences of job satisfaction such as performance, absenteeism, turnover, organizational citizenship behavior, and worker well-being. The document provides advice for managers on understanding and improving job satisfaction.
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Job Satisfaction | Factors that Cause Job Satisfaction |
Job Satisfaction | Factors that Cause Job Satisfaction |
Job satisfaction - does it impact on-job performance?
Job satisfaction - does it impact on-job performance?
Impact of Job Satisfaction and Job Dissatisfaction on Employees Productivity
Impact of Job Satisfaction and Job Dissatisfaction on Employees Productivity
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Ob12 07st
The document summarizes job design theory and the job characteristics model. It identifies five core job characteristics (skill variety, task identity, task significance, autonomy, feedback) and explains how they relate to employee motivation, performance, and satisfaction. It provides examples of jobs with high and low ratings on each characteristic and discusses how enriching jobs or varying work arrangements can improve motivation.
Ob12 09st
The document discusses various aspects of group behavior, including:
- Defining groups as two or more individuals interacting interdependently to achieve objectives. Formal groups are organizationally defined, while informal groups form based on social needs.
- People join groups for reasons like security, status, self-esteem, affiliation, and power.
- Groups go through five stages of development: forming, storming, norming, performing, and adjourning. Alternative models also exist, like one for temporary groups with deadlines.
- Key group properties include roles, norms, status, size, and cohesiveness. Groups are influenced by factors like roles, norms, conformity, and decision-making techniques.
Ob12 02st
The document discusses various aspects of individual abilities, intelligence, and learning. It defines ability, intellectual ability, and multiple intelligences. It also outlines physical abilities, dimensions of intellectual ability, the ability-job fit, biographical characteristics, theories of learning including classical and operant conditioning, reinforcement, and behavior modification models.
Ob12 05st
The document discusses key concepts around perception and individual decision making. It defines perception as how individuals organize and interpret sensory impressions to make meaning of their environment. Perception can be influenced by factors like attribution theory, biases, and shortcuts people use to make judgments about others. The rational decision making model is described, though actual decisions are more bounded and prone to biases. Ways to potentially improve decision making are discussed.
Ob12 06st
The document discusses several theories of motivation:
- Maslow's hierarchy of needs proposes that people are motivated to fulfill basic needs before moving on to other needs.
- Herzberg's two-factor theory separates motivators like achievement and responsibility from hygiene factors like salary.
- Expectancy theory states that motivation depends on expecting effort will lead to performance and performance will lead to rewards.
- Equity theory suggests people are motivated to achieve fair outcomes compared to others.
Ob12 04st
The document discusses theories and models of personality including:
- The Myers-Briggs Type Indicator which classifies personalities into 16 types based on preferences for extraversion/introversion, sensing/intuition, thinking/feeling, and judging/perceiving.
- The Big Five model of personality which describes personality on five dimensions: extraversion, agreeableness, conscientiousness, openness, and emotional stability.
- Core self-evaluation traits like self-esteem, locus of control, narcissism, and self-monitoring that influence workplace behavior.
- Cultural dimensions of values and personality including individualism/collectivism and power distance.
Robbins ob15 ge_inppt02
The document discusses diversity in organizations. It describes the two major forms of workforce diversity as surface-level diversity, which includes visible characteristics like gender and race, and deep-level diversity, which includes less visible characteristics like personality and work styles. It also outlines biographical characteristics like age, gender, race, and disability that are relevant to organizational behavior. Finally, it discusses how organizations can effectively manage diversity through programs that attract, select, develop, and retain a diverse workforce.
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Ch3
The document discusses various topics related to attitudes and job satisfaction. It defines different types of attitudes like job involvement, organizational commitment, and job satisfaction. It also discusses theories like cognitive dissonance and self-perception theory. Additionally, it covers measuring job satisfaction, causes of job satisfaction, the relationship between job satisfaction and employee performance, and the relationship between job satisfaction and customer satisfaction.
Attitude & Jobsatisfaction
This chapter discusses attitudes and job satisfaction. It defines attitudes as evaluations of people, objects, or events. Attitudes have three components: cognitive, affective, and behavioral. The chapter also discusses cognitive dissonance theory and explains job satisfaction as positive or negative feelings toward one's job. High job satisfaction is associated with higher productivity, lower absenteeism, and lower turnover.
Robbins9 ppt14
This document provides an overview of key concepts from Chapter 14 of Organizational Behavior. It discusses why managers study individual behavior and defines important employee behaviors. It also outlines psychological factors that affect behavior, including attitudes, personality, perception, learning, job satisfaction, and workplace misbehavior. Managers can use this information to explain, predict, and influence employee behavior in order to impact productivity, absenteeism, turnover, and other important outcomes. The chapter examines topics like the components of attitudes, how attitudes relate to job satisfaction and behavior, and strategies for managing inconsistencies between attitudes and actions.
ch3.ppt
1. The document discusses attitudes and job satisfaction. It defines attitudes as having three main components - affective, cognitive, and behavioral.
2. It also discusses cognitive dissonance as an incompatibility between attitudes or between behavior and attitudes. Individuals seek to reduce this dissonance.
3. Several moderating variables influence the relationship between attitudes (A) and behaviors (B), including importance of the attitude and social pressures. Attitudes can also be used after an action to make sense of it.
4. The major job attitudes are identified as job involvement, organizational commitment, job satisfaction, employee engagement, and perceived organizational support. These are related to each other.
Attitude & Job Satisfaction
The document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements that reflect how one feels about something. There are three main components of attitudes: cognitive, affective, and behavioral. It also discusses the major job attitudes of job satisfaction, job involvement, organizational commitment, and perceived organizational support. Finally, it discusses the importance of attitudes for workplace diversity and how attitude surveys are used to measure employee attitudes.
ch3.ppt
The document discusses attitudes and job satisfaction. It defines attitudes as having affective, cognitive, and behavioral components. Cognitive dissonance occurs when attitudes are inconsistent. Recent research shows attitudes can predict behaviors when moderating variables like importance and experience are considered. Job satisfaction is influenced by enjoying one's work and personality factors more than pay alone. Dissatisfied employees may exhibit exit, voice, neglect, or loyalty behaviors. Higher job satisfaction is linked to greater productivity, lower absenteeism, less turnover, higher customer satisfaction, and less workplace deviance.
Chapter 3 Attitudes and Job Satisfaction
This document summarizes key topics from Chapter 3 of the textbook "Organizational Behavior" including attitudes, job satisfaction, and their impacts. It discusses how attitudes do not always determine behavior, and defines major job attitudes like job satisfaction, involvement, and commitment. Job satisfaction is described as a positive feeling towards one's job, and factors that influence it include pay, personality, and causes like the work itself, relationships, and growth opportunities. Dissatisfied employees may respond actively or passively, and constructively or destructively. Outcomes of job satisfaction are better job performance, organizational citizenship, customer satisfaction, and less absenteeism. However, managers often underestimate the importance of satisfaction.
Management ch14
This document provides an overview of organizational behavior and the psychological factors that affect individual employee behavior. It discusses the dual focus of organizational behavior on individual and group behavior, with goals of explaining, predicting, and influencing behavior. Key employee behaviors addressed include productivity, absenteeism, turnover, organizational citizenship, and job satisfaction. Psychological factors examined include attitudes, personality, perception, learning, and motivation. The document also outlines different models for classifying personality traits.
Management ch14 (2)
This document provides an overview of organizational behavior and the psychological factors that affect individual employee behavior. It discusses the dual focus of organizational behavior on individual and group behavior, with goals of explaining, predicting, and influencing behavior. Key employee behaviors addressed include productivity, absenteeism, turnover, organizational citizenship, and job satisfaction. Psychological factors examined include attitudes, personality, perception, learning, and motivation. The document also outlines different models for classifying personality traits.
ob11_03st.ppt
This document summarizes key concepts around organizational behavior, values, attitudes, and job satisfaction from Chapter 3 of the textbook Organizational Behavior by Stephen P. Robbins. It defines attitudes and their three components - affective, cognitive, behavioral. It discusses how attitudes do not always predict behavior and factors that influence the attitude-behavior relationship like importance and specificity of attitudes. It also covers theories of cognitive dissonance and self-perception. Additional topics include measuring job satisfaction, its relationship to employee performance, absenteeism, turnover, and organizational citizenship behaviors.
Chapter 3 value, attitudes n job satisfaction
This document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements about objects, people, or events. Attitudes have affective, cognitive, and behavioral components. The theory of cognitive dissonance holds that people desire to reduce inconsistency between attitudes and behaviors. Measuring the relationship between attitudes and behaviors depends on moderating variables like attitude importance. Self-perception theory is that attitudes justify prior actions. Types of attitudes include job involvement, organizational commitment, and job satisfaction. Surveys can measure employee attitudes. Training can shape attitudes about diversity. Job satisfaction levels have declined somewhat in recent decades.
Engagement as a business strategy driving meaningful and lasting change
This document discusses employee engagement and its importance for organizational success. It defines engagement as perceptions and willingness to advocate for an organization, which impacts behaviors like satisfaction, commitment and loyalty. Highly engaged employees are more productive and committed. The document outlines common drivers of engagement, provides examples of engagement survey questions, and discusses how engagement data should be integrated with business strategy and used by leaders to facilitate positive organizational change.
Chapter 2_ Individual differences and work behaviour.pdf
This document provides an outline for a chapter on organizational behavior that discusses individual employee behaviors. It covers topics like attitudes, personality, perception, learning, and contemporary workplace issues. The goal is to help managers explain, predict, and influence important employee behaviors like productivity, absenteeism, turnover, and job satisfaction. Attitudes are evaluated statements that influence behavior, and surveys can assess job attitudes. Personality is defined using traits from models like Myers-Briggs and Big Five. Understanding psychological factors can improve management of employee performance and workplace behaviors.
_Work Attitude and Organizational Efficiency.pptx
Attitudes are positive, negative, or neutral views towards people, behaviors, or events. They reflect one's feelings and can affect behavior. Attitudes have three components - cognitive, affective, and behavioral. They are formed through direct experience, social learning from others, and can persist over time unless changed. Common work-related attitudes include job satisfaction, organizational commitment, and job involvement. Satisfied employees tend to have better job performance, lower absenteeism, and be less likely to quit. Managing attitudes can influence productivity and organizational success.
Stu R C8e Ch 13
The document discusses key concepts in organizational behavior and individual employee behavior. It covers attitudes, personality traits, perception, learning, emotions, and other psychological factors that influence employee productivity, absenteeism, turnover, organizational citizenship, and job satisfaction. Managers can use an understanding of these concepts to better explain, predict, and influence individual behavior in the workplace.
Employee Attitude And Their Effects
The document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements or judgments directed at objects, people or events. Attitudes have three components - cognitive, affective, and behavioral. Job satisfaction is described as a collection of positive or negative feelings about one's job. High job satisfaction corresponds to positive job attitudes. Factors influencing job satisfaction include pay, promotion opportunities, the work itself, supervision and coworkers. Regular attitude surveys are used to measure employee attitudes. The effects of job satisfaction include higher productivity, fewer absences, lower turnover, and increased customer satisfaction.
19104889 Job Satisfaction
Job satisfaction is influenced by relationships with supervisors, work environment, and fulfillment in work. Managers can measure satisfaction through surveys to identify issues and improve conditions to increase productivity and retention. While genetics influence happiness levels, managers can shape environments to encourage satisfaction through challenging work, fair rewards, and supportive colleagues and conditions.
Motivate Your Employees
This document discusses motivating employees through intrinsic and extrinsic factors. It summarizes that employees have both motivator and hygiene needs according to Herzberg's theory. Motivator needs are related to the work itself like interesting work and responsibility, while hygiene needs involve the work context like pay and security. The document advises managers to understand employees' values and make work enjoyable to improve attitudes, motivation, and performance. Both hygienic factors and motivators are important for high performance. Managers should minimize dissatisfaction through fair treatment while also providing opportunities for achievement and growth.
Project on role of attitude in job satisfaction and job involvement
Job satisfaction is an important attitude that affects employee behavior and organizational performance. The document discusses key components of job attitudes like job involvement, organizational commitment, and job satisfaction. It defines these concepts and examines how they are formed from cognitive, affective, and behavioral components of attitudes. Determinants of job satisfaction are identified as both internal factors within the organization and external social and individual factors. Measures of job satisfaction include surveys and indexes to understand employee attitudes. High job satisfaction is found to positively impact performance, organizational citizenship behavior, customer satisfaction, and employee retention, while low job satisfaction can increase withdrawal behaviors and turnover.
Similar to Ob12 03st (20)
Engagement as a business strategy driving meaningful and lasting change
Engagement as a business strategy driving meaningful and lasting change
Chapter 2_ Individual differences and work behaviour.pdf
Chapter 2_ Individual differences and work behaviour.pdf
Project on role of attitude in job satisfaction and job involvement
Project on role of attitude in job satisfaction and job involvement
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Organizational Behavior
This document summarizes key concepts around organizational change and stress management. It discusses common forces driving organizational change like changing demographics, technology advancements, and economic/social trends. It also outlines several models of planned organizational change, including Lewin's three-step model of unfreezing, changing, and refreezing. Resistance to change is discussed along with tactics for overcoming it. Organizational development techniques to facilitate change are presented, like sensitivity training, survey feedback, and team building. Creating learning organizations that can adapt to constant change is also addressed.
Ob12 18st
The document discusses various human resource policies and practices related to selection, performance evaluation, training and development, diversity, and work-life balance. It describes different selection tools like interviews and tests that can be used in the hiring process. It also outlines different methods for performance evaluation, such as written essays, critical incidents, and behaviorally anchored rating scales. The document discusses the benefits of diversity training and various work-life initiatives organizations can implement, such as flexible work schedules, childcare services, and training for managers.
Ob12 17st
The document discusses organizational culture and its characteristics. It describes how culture forms within organizations through the actions of founders and is maintained through socialization, stories, rituals and other means. Culture influences performance and satisfaction. Different types of culture like ethical, customer-responsive and spiritual cultures are explored.
Ob12 16st
The document discusses organizational structure and its key elements. It defines work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. It examines how these structural elements are determined by an organization's strategy, size, technology, and environment. Structures can range from simple to complex bureaucratic to organic designs like teams or virtual organizations. An organization's structure impacts employee behavior and different implicit models may influence perceptions of appropriate structures.
Ob12 15st
The document discusses conflict and negotiation in organizations. It defines conflict as occurring when one party negatively affects something another party cares about. There are three views of conflict: traditional sees it as harmful, human relations sees it as natural/inevitable, and interactionist sees it as necessary for group performance. Conflict can be functional, improving group goals/performance, or dysfunctional, hindering them. The conflict process involves potential opposition, cognition/personalization of the conflict, intentions to cooperate/assert interests, behaviors, and outcomes. Negotiation is an exchange process where parties attempt to agree, using integrative or distributive bargaining strategies.
Ob12 14st
The document defines power as the capacity to influence another's behavior to act according to one's wishes. It contrasts leadership, which focuses on goal achievement and compatibility, with power, which is used as a means to achieve goals and requires follower dependency. There are different bases of power, including reward, coercive, legitimate, expert, and referent power. Dependency on the power holder is key to their power. Coalitions can help maximize influence. Sexual harassment and politics involve the use of power in organizations, with political behavior defined as non-required activities that influence resource distribution. Factors like impression management also influence political behaviors.
Ob12 13st
The document discusses various leadership theories and concepts including framing, charismatic leadership, transactional vs transformational leadership, authentic leadership, ethical leadership, trust, team leadership, self-leadership, online leadership, substitutes for leadership, and selecting and training effective leaders. Key points covered include how leaders use language to shape meaning, characteristics of charismatic leaders like having a vision and unconventional behavior, the four I's of transformational leadership, and substitutes theory suggesting professionalism can replace the need for relationship-oriented leadership.
Ob12 12st
This document discusses several theories of leadership, including:
1. Trait theories which examine personality traits that may relate to leadership abilities but have limitations in generalizing across situations.
2. Behavioral theories proposed by Ohio State and University of Michigan studies which examine specific leadership behaviors but these also do not generalize across contexts.
3. Contingency theories like Fiedler's model which consider how a leader's style interacts with situational factors, and theories like path-goal which say a leader's style should change to fit the situation.
4. Other theories discussed include cognitive resource theory, leader-member exchange theory, and situational leadership theory.
Ob12 11st
This document discusses various aspects of communication including:
1) The functions of communication such as controlling behavior, providing motivation, and releasing emotions. It also discusses the communication process and elements such as senders, receivers, channels, encoding, decoding and feedback.
2) Types of communication channels like formal/informal and different modes of interpersonal communication their advantages and disadvantages.
3) Barriers to effective communication such as filtering, selective perception, language differences and communication apprehension. It also discusses communication differences between cultures.
Ob12 10st
The document discusses why teams have become popular in organizations. Teams are more effective than individuals, make better use of employee talents, and are more flexible and responsive to changes. Teams also facilitate employee involvement and increase motivation. Different types of teams are described, including self-managed work teams, task forces, cross-functional teams, and virtual teams. Factors for creating effective teams include composition, training, time, authority, and leadership. Teams are not always the best solution and three tests are described to determine if a team is suitable for a given situation.
Ob12 08st
The document discusses emotions and moods in organizational behavior. It notes that emotions were originally ignored in OB research which focused solely on the effects of strong negative emotions. It defines emotions and moods, describing emotions as intense feelings directed at someone/something and moods as less intense feelings that lack a contextual stimulus. It also outlines various dimensions of emotions including their biology, intensity, and functions. It discusses sources of emotions/moods like personality, stress, activities. It describes how emotional labor involves expressing organizationally desired emotions at work.
Ob12 01st
1. The document defines organizational behavior as a field that studies how individuals, groups, and structure impact behavior in organizations in order to improve effectiveness.
2. It describes the contributions of psychology, sociology, social psychology, and anthropology to organizational behavior.
3. It lists some of the major challenges and opportunities managers face in using organizational behavior concepts, such as responding to globalization, managing diversity, and improving quality.
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Ob12 03st
- 1. © 2007 Prentice Hall Inc. All rights reserved. Attitudes and Job Satisfaction Chapter THREE
- 2. Attitudes © 2007 Prentice Hall Inc. All rights reserved. Attitudes Evaluative statements or judgments concerning objects, people, or events. Affective Component The emotional or feeling segment of an attitude. Cognitive component The opinion or belief segment of an attitude. Behavioral Component An intention to behave in a certain way toward someone or something.
- 5. Self-Perception Theory © 2007 Prentice Hall Inc. All rights reserved. Attitudes are used after the fact to make sense out of an action that has already occurred. B A ! And,
- 6. Types of Attitudes © 2007 Prentice Hall Inc. All rights reserved. Job Involvement Identifying with the job, actively participating in it, and considering performance important to self-worth. Organizational Commitment Identifying with a particular organization and its goals, and wishing to maintain membership in the organization (Affective, Normative, and Continuance Commitment) Job Satisfaction A collection of positive and/or negative feelings that an individual holds toward his or her job.
- 7. Types of Attitudes, cont’d. © 2007 Prentice Hall Inc. All rights reserved. Employee Engagement An individual’s involvement with, satisfaction with, and enthusiasm for the organization. Perceived Organizational Support (POS) Degree to which employees feel the organization cares about their well-being.
- 8. An Application: Attitude Surveys © 2007 Prentice Hall Inc. All rights reserved. Attitude Surveys Eliciting responses from employees through questionnaires about how they feel about their jobs, work groups, supervisors, and the organization.
- 12. How Employees Can Express Dissatisfaction © 2007 Prentice Hall Inc. All rights reserved. Exit Behavior directed toward leaving the organization. Voice Active and constructive attempts to improve conditions. Neglect Allowing conditions to worsen. Loyalty Passively waiting for conditions to improve.
Editor's Notes
- According to Meyer and Allen's (1991) three-component model of commitment, prior research indicated that there are three "mind sets" which can characterize an employee's commitment to the organization: Affective Commitment : AC is defined as the employee's positive emotional attachment to the organization. An employee who is affectively committed strongly identifies with the goals of the organization and desires to remain a part of the organization. This employee commits to the organization because he/she "wants to". Continuance Commitment : The individual commits to the organization because he/she perceives high costs of losing organizational, including economic costs (such as pension accruals) and social costs (friendship ties with co-workers) that would be incurred. The employee remains a member of the organization because he/she "has to". Normative Commitment : The individual commits to and remains with an organization because of feelings of obligation. These feelings may derive from many sources. For example, the organization may have invested resources in training an employee who then feels a 'moral' obligation to put forth effort on the job and stay with the organization to 'repay the debt.' It may also reflect an internalized norm, developed before the person joins the organization through family or other socialization processes, that one should be loyal to one's organization. The employee stays with the organization because he/she "ought to".
- WORSE, ABOUT THE SAME, BETTER ALMOST THE SAME, HARDLY ANY BETTER AT ALL A LITTLE BETTER SOMEWHAT BETTER MODERATELY BETTER A GOOD DEAL BETTER A GREAT DEAL BETTER A VERY GREAT DEAL BETTER [Patients who state they are worse are asked how much worse, and offered similar response options, the word "worse" being substituted for "better"]
- defined as individual behaviors that are beneficial to the organization and are discretionary, not directly or explicitly recognized by the formal reward system. These behaviors are rather a matter of personal choice.