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Sem V Unit III TYBCom Attitudes & JS.pptx.pptx.pptx
- 1. TYBCom C Div Course:Fundamentals Organizational Behavior Unit 3 Chapter 3: Attitudes and Job Satisfaction • Faculty: Ruchi Dubey Chaturvedi Vice Principal, Arts Faculty Dept of Psychology • Book: Psychology At Work Author: Vinay V Prabhu
- 2. Sub-Topics Attitudes and JobSatisfaction 1.Components of Attitudes 2.Measurement of Job Satisfaction 3.Determinants of Job Satisfaction 4. Impact of Job Satisfaction
- 3. Definition of Attitude Componentsof Attitudes: 1.Cognitive: how we think about someone/something; our Belief or opinion. Eg. Employee saying his job is boring 2. Affective: emotional aspect; how we feel (our liking or disliking) about someone or something. Eg. An employee saying that he hates his job 3. Behavioral: intention to behave in a certain way toward someone or something. E.g. Employees sys he wants to change his job
- 4. Definition of JobSatisfaction
- 5. Overlap Between Attitudes •Recent Researchers believe that various work related attitudes are overlapping • Overlapping is due to: 1.Personality Factors: employees personality has an effect on their outlook. E.g. employees with positive outlook will find almost everything about the organization good 2.Organizational Factors: some organizations are truly a better place than others
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- 7. Measurement of Job Satisfaction •JS is multidimensional in nature • Some important factors in JS are: pay, supervisor, types of tasks performed, working conditions, co-workers • 1. Single Global Rating & 2. Facet Rating
- 9. Scales to measureJob Satisfaction
- 10. • Facet Rating:More sophisticated, can identify specific factors, involves lengthy steps- 1.Key elements of job are identified- pay, supervision, promotion, nature of work 2.Employee asked to rate his feelings for each of the job elements on a standardized scale 3.Researcher add up the ratings on each of the facets to obtain the overall job satisfaction score • Single Global Rating: less time consuming, uses lesser resources • Single Rating & Facet Rating are equally effective for the following reasons: a) JS is a broad concept that even a single question is able to capture its true meaning b) Some important facets of JS might be excluded by mistake
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- 12. Determinants of JobSatisfaction
- 13. Determinants of JobSatisfaction
- 14. Major Determinants of Job Satisfaction 1.WorkItself: Employees high in JS enjoy their work & find it interesting; employees find their jobs interesting when they are provided training, task variety, autonomy, control over their work • Employees are more satisfied when jobs challenging, stimulating, receive feedback, social support, opportunity for interaction with co-workers & outside the workplace • JS is low when work is routine, predictable
- 15. Major Determinants ofJob Satisfaction 2. Pay: • For poor people, pay has strong impact on JS & Happiness • Impact of Pay reduces & almost disappears as a person rises in status; money may be a good motivator but it does not guarantee either JS or Happiness 3. Personality: • Happy, positive people have high JS • Positive Core self-evaluation (capability, competent, worthy)- employees who have positive Core self-evaluation consider their jobs to be challenging & fulfilling • Negative Core self-evaluation: employees who have negative Core self-evaluation lack ambition, give-up easily when faced with a difficult task, tend to get stuck in routine & boring jobs
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- 17. Impact of JobSatisfaction • Dissatisfied employees react in two ways: 1.Constructive or Destructive 2.Active or Passive • Employees respond in four ways: 1. Exit 2. Voice 3. Loyalty 4. Neglect
- 18. 1.Exit: active-destructive; either quitor look for positions inside- outside the organizations 2.Voice: active-constructive; attempts to improve conditions through discussions with superiors, engage in problem solving behavior, engage in union activity 3.Loyalty: passive-constructive response: employee himself does nothing but waits for conditions to improve; has full trust & faith in management & protects them from external criticism 4.Neglect: passive-destructive; employee gradually withdraws himself from the job, allows conditions in organization to go from bad to worse; remains
- 19. Job Satisfaction &Job Performance • Earlier belief- happy workers are productive workers • Managers: concentrated on improving work conditions & make work environment happy • Current understanding: happy workers are productive workers is myth & illusion; its actually reverse- productive workers are happy workers; Reasons are: 1.When one does good job, one gets intrinsically motivated 2.Higher productivity results in greater economic, sociological & psychological rewards in the form of pay raise, greater recognition, promotion etc. This increases JS • Enough research for both viewpoints
- 20. Job Satisfaction & JobPerformance • Debatable whether JS results in Job Performance or vice versa
- 21. Job Satisfaction &Organizational Citizenship Behavior • OCB: Employees go beyond their duty & what is expected from them & do more for the organizations • The perception of fairness plays an important role in JS leading to OCB • Fairness in terms of-fair pays, supervisors are just & fair, organizational policies are good • Builds mutual trust, has good relationship with co-workers • Individuals with certain personality are more happy at work & indulge in OCB more
- 22. Job Satisfaction &Customer Satisfaction • High JS leads to increased customer satisfaction & loyalty • Satisfied employees- friendly, energetic, responsive, as they tend to stay in the same organization for longer durations, makes customers satisfied • Dissatisfied employees: rude, abusive, make unreasonable demands, negatively effect customers
- 23. Steps to enhanceJob Satisfaction • Train employees • Reward deserving employees • Create positive work environment • Conduct regular employee satisfaction surveys
- 24. Job Satisfaction & Absenteeis m • Job Satisfactionhas negative correlation with Absenteeism • Low JS results in reporting less for work, disrupts organizational schedules, disrupts production schedules • Absenteeism is high when employees have alternative jobs availability • Sometimes organizations give liberal sick leave benefits to employees to help them recoup, pursue their other hobbies
- 25. Job Satisfaction &Employee Turnover Employee Turnover: rate at which people leave an organization Negative relationship between JS & Employee Turnover Two factors that influence employee turnover are: 1.Employment opportunities: those dissatisfied with their jobs will look for alternative jobs 2.Human capital: employees high in education & ability will seek other jobs more
- 26. Relationship of JSwith Absenteeism, Turnover
- 27. Job Satisfactio n & Workplace Deviance Dissatisfied employeesindulge in Employee withdrawal behaviors: 1.Report late for work 2.Damage company property 3.Surf on internet during working hours 4.Hostile towards co-workers 5.Indulge in different forms of thefts in organization 6.Susceptible to substance abuse (drugs) 7.Tries to gain revenge against organization
- 28. Reasons for DeviantBehavior & Dissatisfaction 1.Feeling that they are being exploited by organization 2.Feeling they are overworked & get less compensation 3.Frustration on account of cold & interpersonal treatment given by the organization 4.Supervisor illtreating employees
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