This is a presentation I did with several other management students in relation to our Organisational Behaviour module. More specifically it outlines how emotions and conflict can alter workplace interactions.
Attitudes and Job Satisfaction - Organizational BehaviorFaHaD .H. NooR
This is a focus on Attitudes and Job Satisfaction. Managers should be interested in their employees’ attitudes because attitudes give warnings of potential problems and influence behavior. Creating a satisfied workforce is hardly a guarantee of successful organizational performance, but evidence strongly suggests that whatever managers can do to improve employee attitudes will likely result in heightened organizational effectiveness. Attitudes are evaluative statements or judgments concerning objects, people, or events. Attitudes are made up of three components. The cognitive component is made up of the belief in the way things are. The effective component is the more critical part of the attitude as it is calls upon the emotions or feelings. The behavioral component describes the intention to behave in a certain way toward someone or something. These three components work together to aid in our understanding of the complexity of an attitude. Sometimes we observe people who will change what they say so it doesn’t contradict their behavior. When attitudes and behaviors don’t line up, individuals will experience cognitive dissonance. This incongruity is uncomfortable and individuals will seek to reduce the dissonance to find consistency.
People are willing to live with some discomfort but the degree to which this is true depends upon the importance of the elements, how much influences the individual has in the situation, and the rewards available.
This document will give you information about Emotional Labour meaning, history, how it will affect the performance of the employee in the organisation and which gender shows more Emotional labour.
This is a presentation I did with several other management students in relation to our Organisational Behaviour module. More specifically it outlines how emotions and conflict can alter workplace interactions.
Attitudes and Job Satisfaction - Organizational BehaviorFaHaD .H. NooR
This is a focus on Attitudes and Job Satisfaction. Managers should be interested in their employees’ attitudes because attitudes give warnings of potential problems and influence behavior. Creating a satisfied workforce is hardly a guarantee of successful organizational performance, but evidence strongly suggests that whatever managers can do to improve employee attitudes will likely result in heightened organizational effectiveness. Attitudes are evaluative statements or judgments concerning objects, people, or events. Attitudes are made up of three components. The cognitive component is made up of the belief in the way things are. The effective component is the more critical part of the attitude as it is calls upon the emotions or feelings. The behavioral component describes the intention to behave in a certain way toward someone or something. These three components work together to aid in our understanding of the complexity of an attitude. Sometimes we observe people who will change what they say so it doesn’t contradict their behavior. When attitudes and behaviors don’t line up, individuals will experience cognitive dissonance. This incongruity is uncomfortable and individuals will seek to reduce the dissonance to find consistency.
People are willing to live with some discomfort but the degree to which this is true depends upon the importance of the elements, how much influences the individual has in the situation, and the rewards available.
This document will give you information about Emotional Labour meaning, history, how it will affect the performance of the employee in the organisation and which gender shows more Emotional labour.
In these slides we will understand that how to use the behavior in Management and learn the foundation of Behavior and after understand it you will be able to use the human resources.
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.
Contrast the three components of an attitude.
Summarize the relationship between attitudes and behavior.
Identify the role consistency plays in attitudes.
State the relationship between job satisfaction and behavior.
Identify four employee responses to dissatisfaction.
In these slides we will understand that how to use the behavior in Management and learn the foundation of Behavior and after understand it you will be able to use the human resources.
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.
Contrast the three components of an attitude.
Summarize the relationship between attitudes and behavior.
Identify the role consistency plays in attitudes.
State the relationship between job satisfaction and behavior.
Identify four employee responses to dissatisfaction.
Карта помощи на основе платформы Ушахиди - это уникальный инструмент для организации помощи людям, совершенно нового качества и результативности. Он работает на принципах свободного доступа, самоорганизации, прозрачности и демократичности.
Presentation on the Research topic “The effect of perceived overqualification on constructive voice: The moderating role of leader consultation and the mediating role of work engagement
Mediating Effect of Primary Coping Strategies in the relationship between Big...Jayamini D Samarathunge
This is a quantitative study conducted in Sri Lanka using a sample size of 137 executives in the private sector. Findings can be useful when designing stress management interventions and recruitment and selection process.
Enabling Employee Voice through Mentoring RelationshipsTaylor Rosecrans
Numerous studies support the idea that business success is driven by employee ingenuity, and the ability to brainstorm and voice different ideas and suggestions has proven to be critical to the creative process. However, employees often do not readily offer their observations and ideas. In order to determine how to encourage open communication in an organization, we need to examine employee voice.
Impact of emotional intelligence on employee engagementdeshwal852
Emotional intelligence and employee engagement are the biggest factors that contribute to the success of organizations. If the employees know their own emotions and able to manage them properly they can work more competently and prolifically which will in turn bring employee engagement. This study is an
attempt to contribute afresh with a new perspective to the field of human resources and behavioral sciences with special reference to impact of emotional intelligence on employee engagement. A sample of 60 respondents was taken. The data was interpreted with the help of Yule’s coefficient of association. The result of the study showed that there was negative association between high emotional intelligence
and low employee engagement.
Similar to Study of the relationship between shyness and employee (20)
Impact of emotional intelligence on employee engagement
Study of the relationship between shyness and employee
1. Study of the Relationship between Shyness and
Employee Voice Behavior: The Moderating Role of
Managerial Openness and Psychological
Empowerment
Reporter ： Ling Bin
2. Introduction
The importance of speaking up--constructive
change, suggestions, ideas.
The characteristic of employees who can
display more or less voice behavior.
Boundary conditions of the relationship
between individual differences and voice
behavior.
4. Voice behavior
Voice behavior is defined as nonrequired
behavior that emphasizes expression of
constructive challenge with an intent to
improve rather than merely criticize (Van
Dyne & LePine, 1998).
Change-oriented OCB
5. Shyness
Shyness can be defined as the general
tendency to be inhibited and awkward in
social situations and to experience
unpleasant affect in the presence of others
(Cheek & Busch, 1981).
6. Managerial openness
Managerial openness refers to subordinates’
perceptions that their boss listens to them, is
interested in their ideas, gives fair
consideration to the ideas presented, and at
least sometimes takes action to address the
matter raised.
7. Psychological empowerment
Psychological empowerment is defined as
increased intrinsic task motivation
manifested in a set of four cognitions
reflecting an individuals’ orientation to his or
her work role: meaning, competence, self-
determination, impact.
8. Hypothesis
H1: Trait shyness is negatively related to employee
voice behavior.
H2: The negative relationship between trait shyness
and employee voice behavior is stronger for leaders
with low managerial openness than for leaders with
high managerial openness.
H3: The negative relationship between trait shyness
and employee voice behavior is stronger for
subordinates with low psychological empowerment
than for subordinates with psychological
empowerment.
10. Sample
We receive usable response from 369 of
possible 500 members in 25 firms, for a 73.8
percent valid response rate.
Demographic variables include gender,
tenure, age, education, position, work hours.
11. Measure
Shyness: Cheek–Buss scale, 13 items,
Cronbach’ α is 0.90.
Voice behavior scale by LePine and Van
Dyne （ 1998 ） , 6 items, Cronbach’ α is
0.78.
Managerial openness scale by Detert (2007),
4 items, Cronbach’ α is 0.87.
Psychological empowerment scale by Li
(2006), 12 items, Cronbach’ α is 0.70.
12. Result
discriminate validity
The fit index of four factor model is better
than all other alternative
models （ χ2
=162.039,df=98,χ2
/df=1.653,CFI=
0.977, IFI=0.977, RMSEA=0.042 ） .
The four variables are differentiated.
13. Result
Hierarchical regression modeling, HRM
The result is followed:
Trait shyness is negatively related to voice behavior
(β=-0.22, p<0.001).
Managerial openness moderated the relationship
between shyness and voice (β=0.19, p<0.001).
Psychological empowerment moderated the
relationship between shyness and voice(β=0.18,
p<0.001).
14. Result (Simple slope analysis)
The negative relationship between trait shyness and employee
voice behavior is stronger for leaders with low managerial
openness.
1
1.5
2
2.5
3
3.5
4
4.5
5
Low 害羞 High 害羞
进谏行为
Low 管理开放性
High 管理开放性
15. Result (Simple slope analysis)
The negative relationship between trait shyness and employee
voice behavior is stronger for subordinates with low
psychological empowerment.
1
1.5
2
2.5
3
3.5
4
4.5
5
Low 害羞 High 害羞
进谏行为
Low 心理授权
High 心理授权
16. Discussion and conclusion
Trait activation theory
Trait and context
The more shyness, the less showing voice
The relationship between shyness and voice
is influenced by context factors.
17. Abstract
The studies of extra-role behaviors, including voice behavior,
have attracted much attention in recent years. Based on trait
activation theory, the present study identified managerial
openness and psychological empowerment as moderators, and
explored their moderating effects between shyness and voice
behavior. Using 369 dyads of employee and coworkers in
enterprises of East China, the results showed that managerial
openness and psychological empowerment had significant
moderating effects. Specifically, when each moderator is high,
the negative relationship between shyness and voice behavior
will be weaker; when the moderator is low, such relationship
will be stronger. Implications and future studies were discussed
finally.
