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.
Employee Attitudes And Their Effects | PowerPoint PresentationShuhel Ahmed
Employee Attitude & their effects
Attitude
Attitudes are the felling and believe that largely determine how employees will perceive their environment, committed themselves to intended action, and ultimately behave
Employee predisposition
1. Positive affectively
(Some people are optimistic, upbeat, cheerful, and courteous)
2. Negative affectively
Generally pessimistic, downbeat, irritable, and even abrasive)
Three dimensions of attitude:-
1. Job satisfaction
Set of favorable or unfavorable feelings and emotions with which employees view their work .jab satisfaction is an affective attitude
2. Job involvement
Is the degree to which a person/employees identifies with job actively participate in it, and consider performance important to self-worth
3. Organizational commitment
Employee loyalty is the degree which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization
Effects of Employee Attitudes
Positive job attitudes help predict constructive behavior negative job attitudes help predict undesirable behavior
Possible
Employee response to Dissatisfaction
1. Loyalty: Remaining in the organization but being verbal about problems waiting for the condition
2. Voice: Criticism of dislike policies , attempt to improve the condition
3. Neglect: Being passively destructive allowing condition to worsen
4. Exit: Voluntary departure, leaving the organization
A STUDY ON EMPLOYEE ATTITUDE TOWARDS ORGANIZATIONAL CHANGE - WITH SPECIAL REF...IAEME Publication
Concept of organizational change could be better understood on several grounds. Firstly, organizational change includes variety of change which may not always be planned and whose objectives may not be very much clear. Secondly, organizational change also includes those changes which may occur with the passage of time. Besides being gradual and steady, these changes are necessary for the survival of organization. Thirdly and finally, organization change may not be measurable. Organization results in organizational development. This study helps to identify the various positive or negative outcome of change, preparedness of employees to accept change, various ways of communicating the changes to the employees; various support factors to employees during organizational change. Data’s were collected from 122 employees. Analysis used was Percent Analysis, Chi-Square and ANOVA.
Job involvement refers to a state of psychological identification with work—or the degree to which a job is central to a person’s identity. From an organizational perspective, it has been regarded as the key to unlocking employee motivation and increasing productivity.
This chapter is very essential for those who are studying OB and as well has a huge importance for everyone else. Attitude is what makes someone successful and someone else unsuccessful. attitude is defined as evaluative statements- either favorable or unfavorable- concerning people, things, objects etc.while job satisfaction is a positive feeling about one's job.
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.
Employee Attitudes And Their Effects | PowerPoint PresentationShuhel Ahmed
Employee Attitude & their effects
Attitude
Attitudes are the felling and believe that largely determine how employees will perceive their environment, committed themselves to intended action, and ultimately behave
Employee predisposition
1. Positive affectively
(Some people are optimistic, upbeat, cheerful, and courteous)
2. Negative affectively
Generally pessimistic, downbeat, irritable, and even abrasive)
Three dimensions of attitude:-
1. Job satisfaction
Set of favorable or unfavorable feelings and emotions with which employees view their work .jab satisfaction is an affective attitude
2. Job involvement
Is the degree to which a person/employees identifies with job actively participate in it, and consider performance important to self-worth
3. Organizational commitment
Employee loyalty is the degree which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization
Effects of Employee Attitudes
Positive job attitudes help predict constructive behavior negative job attitudes help predict undesirable behavior
Possible
Employee response to Dissatisfaction
1. Loyalty: Remaining in the organization but being verbal about problems waiting for the condition
2. Voice: Criticism of dislike policies , attempt to improve the condition
3. Neglect: Being passively destructive allowing condition to worsen
4. Exit: Voluntary departure, leaving the organization
A STUDY ON EMPLOYEE ATTITUDE TOWARDS ORGANIZATIONAL CHANGE - WITH SPECIAL REF...IAEME Publication
Concept of organizational change could be better understood on several grounds. Firstly, organizational change includes variety of change which may not always be planned and whose objectives may not be very much clear. Secondly, organizational change also includes those changes which may occur with the passage of time. Besides being gradual and steady, these changes are necessary for the survival of organization. Thirdly and finally, organization change may not be measurable. Organization results in organizational development. This study helps to identify the various positive or negative outcome of change, preparedness of employees to accept change, various ways of communicating the changes to the employees; various support factors to employees during organizational change. Data’s were collected from 122 employees. Analysis used was Percent Analysis, Chi-Square and ANOVA.
Job involvement refers to a state of psychological identification with work—or the degree to which a job is central to a person’s identity. From an organizational perspective, it has been regarded as the key to unlocking employee motivation and increasing productivity.
This chapter is very essential for those who are studying OB and as well has a huge importance for everyone else. Attitude is what makes someone successful and someone else unsuccessful. attitude is defined as evaluative statements- either favorable or unfavorable- concerning people, things, objects etc.while job satisfaction is a positive feeling about one's job.
Motivating employees is one of the most important challenges managers face today. With increased competition and changing attitudes, having motivated employees is crucial to increased productivity and the ultimate success of a company.
To learn more just click on on view a presentation designed and prepared by: Shaima Sharafi
2. Research question What affects employee performance in this organization? Supervisors rated employee performance Employees answered questions about their work attitudes and personality 75 matched pairs of employee/supervisor responses
3. Respondents State employees All office/clerical workers Mean age 44 77% female All had experienced a cut in pay (furlough) due to state budget cuts one month before the surveys were administered
4. Hypotheses We thought some of the following might influence employee performance: Job satisfaction (pay, promotion, work itself, supervisor, co-workers, overall) Organizational affective commitment Trust in the supervisor Interpersonal citizenship behavior Organizational climate Employee personalities
7. Findings: Interpretation Interpersonal citizenship behavior was the only thing that affected employee performance in this study Employees were more likely to exhibit good interpersonal citizenship behavior to the extent they were satisfied with their supervisor and co-workers
8. Measure: Employee Performance Quality Quantity Following procedures Ability to help others Ability to get along with others Productivity under pressure Acceptance of responsibility Adaptation to different situations Overall performance
9. Measure: Interpersonal Citizenship Takes a personal interest in coworkers Shows concern and courtesy towards coworkers, even under the most trying situations Takes on extra responsibilities in order to help coworkers when things get demanding at work Takes time to explain regulations or procedures to coworkers when things get demanding at work Goes out of the way to help coworkers with work-related problems Compliments coworkers when they succeed Always goes out of the way to help newer employees feel welcome in the work group
10. Measure: Satisfaction with Supervisor My supervisor is quite competent in doing his/her job My supervisor is fair to me My supervisor shows interest in the feelings of subordinates I like my supervisor
11. Measure: Satisfaction with Co-workers I like the people I work with There is too much bickering and fighting at work (reverse scored) I find I have to work harder at my job than I should because of the incompetence of people I work with (reverse scored) I enjoy my co-workers
12. Things that did not matter Organizational commitment Satisfaction with: Pay Promotion The work itself Organizational Climate Employee personalities
13. Recommendations Encourage employees to help each other and recognize/reward them when they do Provide supervisors the training to become excellent leaders. Recognize and reward them for their treatment of employees. Focus on selection and promotion systems. Hire employees with a history of helping others at work and ONLY promote to management employees that are good citizens. Include interpersonal citizenship in your formal performance appraisal process