Robbins eob9 inst_ppt_02
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This chapter discusses the relationship between ability and job performance, the components of attitudes, and major job attitudes like job satisfaction. It explains that ability predicts performance when a person's skills match the job's requirements. Attitudes have cognitive, affective, and behavioral aspects. Job satisfaction is determined mainly by the work itself and pay; satisfied employees perform better and are less likely to leave. Managers can shape behavior using reinforcement schedules to reward desirable actions.
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Attitudes and Job satisfaction.pptx
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For business studay
Job satisfaction is the degree to which individuals like their jobs. Some people enjoy work and find it to be a central part of life. Others hate to work and do so only because they must. This job attitude has been the subject of extensive research in the domain of industrial-organisational psychology and organisational behaviour. A thorough account of the meaning, causes and consequences of this important employee attitude will be presented in this unit. First, the nature of job satisfaction will be discussed highlighting its historical antecedents, meaning and dimensions. Second, some major assessment techniques will be discussed. Third, an account of the antecedents or predictors of job satisfaction will be put forth. Finally, the outcomes of job satisfaction will be examined.
Structure 1.0 Introduction
1.1 Objectives
1.2 Nature of Job Satisfaction
1.2.1 History of Job Satisfaction
1.2.2 Meaning of Job Satisfaction 1.2.3 Global and Facet Satisfaction
1.2.4 Intrinsic and Extrinsic Satisfaction
1.3 Measurement of Job Satisfaction
1.4 Antecedents of Job Satisfaction
1.4.1 Personal Characteristics
1.4.2 Work Situation Characteristics
1.5 Outcomes of Job Satisfaction
1.5.1 Job Performance
1.5.2 Withdrawal Behaviours 1.5.3 Workplace Deviance
1.5.4 Safety Performance
1.5.5 Customer Satisfaction
1.5.6 Life Satisfaction
1.6 Let Us Sum Up
1.7 Unit End Questions
1.8 Glossary
1.9 Suggested Readings and References
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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.
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.
Attitudes
This document discusses attitudes, including their meaning, components, formation, and change. An attitude is a psychological tendency to evaluate something favorably or unfavorably. Attitudes have three components - affect, behavioral intention, and cognition. They are formed through direct experience and social learning. Work-related attitudes like job satisfaction and organizational commitment can impact work behavior. Attitude change occurs through persuasion that considers target, source, message, and cognitive route characteristics. Barriers to changing attitudes include prior commitments, credibility issues, and insufficient information.
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This document discusses attitudes, including their meaning, components, formation, and change. An attitude is a psychological tendency to evaluate something favorably or unfavorably. Attitudes have three components - affect, behavioral intention, and cognition. They are formed through direct experience and social learning. Work-related attitudes like job satisfaction and organizational commitment can impact work behavior. Attitude change occurs through persuasion that considers target, source, message, and cognitive route characteristics. Barriers to changing attitudes include prior commitments, credibility issues, and insufficient information.
Attitudes
This document discusses attitudes, including their meaning, components, formation, and change. An attitude is a psychological tendency to evaluate something favorably or unfavorably. Attitudes have three components - affect, behavioral intention, and cognition. They are formed through direct experience and social learning. Work-related attitudes like job satisfaction and organizational commitment can impact work behavior. Attitude change occurs through persuasion that considers target, source, message, and cognitive route characteristics. Barriers to changing attitudes include prior commitments, credibility issues, and insufficient information.
Man101 Chapter8
This document discusses key concepts in organizational behavior including individual behaviors like personality and motivation, group behaviors like norms and roles, and goals like explaining and predicting employee behaviors. It covers topics like job attitudes, cognitive dissonance theory, personality traits, emotional intelligence, perception, learning, and foundations of group behavior including concepts like roles, norms, status, group size, and cohesiveness.
Motivation
Motivation is influenced by cultural and situational factors. There are three elements of work motivation: direction of behavior, level of effort, and level of persistence when facing obstacles. Early motivation theories include Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's motivation-hygiene theory. Motivation can be intrinsic or extrinsic. Goal setting theory proposes that goals direct behavior when people are aware of goals and accept them. Reinforcement theory states that behaviors are strengthened by their consequences. SAS Institute motivates employees through equitable financial rewards, a supportive work environment, and benefits beyond compensation.
_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.
Attitudes
Attitudes are positive, negative, or neutral views that one holds towards people, behaviors, or events, and they reflect one's feelings. Attitudes have three components - cognitive, affective, and behavioral - and they can be changed through direct experience, social learning from others, and resolving inconsistencies. Work-related attitudes that can impact employees include job satisfaction, organizational commitment, loyalty, attitudes towards leadership and the work environment.
8 job satisfaction
This document discusses several topics related to job satisfaction, employee attitudes, and ethics in the workplace. It covers how attitudes, values, self-concept and other factors influence behavior and job performance. It also provides guidelines for improving job satisfaction, shaping employee attitudes, and making ethical decisions.
HBO CHAPTER 4 PERCEPTION AND ATTRIBUTION.pptx
This document discusses concepts related to learning and organizational culture. It defines learning as a relatively permanent change in behavior or knowledge due to experience. It also discusses different learning theories like classical conditioning, operant conditioning, and social learning. It then covers topics like perception, attribution, values, attitudes, and how they impact job satisfaction and organizational culture. Culture in an organization is shaped by the leader's philosophies, vision, business environment, and employee values and beliefs.
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