The document discusses various topics related to job satisfaction, including:
1. Different theories around values, attitudes, and job satisfaction such as Schwartz's Value Theory and Ajzen's Theory of Planned Behavior.
2. Components of attitudes including affective, behavioral, and cognitive.
3. Factors that influence job satisfaction such as organizational commitment, job involvement, and employee engagement.
4. Daniel Pink's 16 rules for motivation, innovation, and leadership including starting to doubt yourself and eliminating sales commissions to increase sales.
In this presentation you will be introduced to one of the most interesting subject in Business Administration. Organizational Behaviour. This relates to individuals/ group of people working together in teams; however this subject becomes more challenging when situational factors are incorporated which alter the dynamics of the way a team works and executes its plans. This is a good information tool to better understand professional behavior in an organization.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This Slideshare is the sole Property of the Welingkar School of Distance Learning – Reproduction of this material , without prior consent, either wholly or partially will be treated as a violation of copyright.
Organizational Behavior (Emotions and moods)Mamoona Zaeem
4-1 Differentiate between emotions and moods.
4-2 Identify the sources of emotions and moods.
4-3 Show the impact emotional labor has on employees.
4-4 Describe affective events theory.
4-5 Describe emotional intelligence.
4-6 Identify strategies for emotional regulation.
4-7 Apply concepts about emotions and moods to specific OB issues.
In this presentation you will be introduced to one of the most interesting subject in Business Administration. Organizational Behaviour. This relates to individuals/ group of people working together in teams; however this subject becomes more challenging when situational factors are incorporated which alter the dynamics of the way a team works and executes its plans. This is a good information tool to better understand professional behavior in an organization.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This Slideshare is the sole Property of the Welingkar School of Distance Learning – Reproduction of this material , without prior consent, either wholly or partially will be treated as a violation of copyright.
Organizational Behavior (Emotions and moods)Mamoona Zaeem
4-1 Differentiate between emotions and moods.
4-2 Identify the sources of emotions and moods.
4-3 Show the impact emotional labor has on employees.
4-4 Describe affective events theory.
4-5 Describe emotional intelligence.
4-6 Identify strategies for emotional regulation.
4-7 Apply concepts about emotions and moods to specific OB issues.
perception , perceptual process ,factors affecting perception , learning , classical conditioning theory ,social learning theory, operant conditioning theory ,reinforcement schedules and types , attribution theory and errors of attribution
Leading with RESPECT: The Keys to Increasing Employee EngagementPaul Marciano
This presentation was held at Mercer County Community College in Hamilton, New Jersey on 4-20-11. The workshop was intended for HR professionals, supervisors, managers, and small business owners. Anyone who needs to influence, engage, and increase the productivity of others should attend. Specifically, participants learned:
• Why traditional reward and recognition programs fail
• The difference between engagement and motivation
• How increasing employee engagements adds directly to the bottom line
• How to measure employee engagement
• The RESPECT™ Model
• How to create a culture of RESPECT that will drive employee engagement and productivity
perception , perceptual process ,factors affecting perception , learning , classical conditioning theory ,social learning theory, operant conditioning theory ,reinforcement schedules and types , attribution theory and errors of attribution
Leading with RESPECT: The Keys to Increasing Employee EngagementPaul Marciano
This presentation was held at Mercer County Community College in Hamilton, New Jersey on 4-20-11. The workshop was intended for HR professionals, supervisors, managers, and small business owners. Anyone who needs to influence, engage, and increase the productivity of others should attend. Specifically, participants learned:
• Why traditional reward and recognition programs fail
• The difference between engagement and motivation
• How increasing employee engagements adds directly to the bottom line
• How to measure employee engagement
• The RESPECT™ Model
• How to create a culture of RESPECT that will drive employee engagement and productivity
Knowledge and Skills are important, but attitude is necessary to evaluate a person's competence in the job.
Hi. You can reach me through my:
GMAIL: euniceparco @gmail.com
FB: Eunice Parcz
Be a "Go To": 10 Steps to Building Personal CredibilityMarnie Green
Slides from a presentation delivered to the Arizona School Personnel Administrators Association on October 28, 2099.
Comments focus on steps HR professionals can take to develop stronger, more trusting relationships with their internal customers.
Based on the work of Alan Weiss, in his book Organizational Consulting, 2003.
Delivered by Joanna Ptolomey, Consultant, at the Annual Conference of the Chartered Institute of Library and Information Professionals in Scotland (CILIPS), which took place 1-3 June 2009.
A quick overview (not exhaustive) of the history of the leadership from an academic/scientific perspective. The notes are critical and all citations listed in references (APA) for further reading.
An updated look at organizational culture including a brief discussion of three measurement tools and a list of academic references behind the notes on the slides. Some personal (some) commentary as well. Enjoy. Learn. Use.
A very brief overview relating to industrial/organizational psychology and organizational health. Much more specifics required to execute individual or organizational change.
Siena Heights University graduate class on Negotiation as Process based on text (2011) from Lewicki, Saunders and Barry (McGraw-Hill). A very short top ten list of key points.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
9. A Values Model General Life Values Family Values Value Similarity Value Congruence Work Values Work/Family Conflict Value Attainment Job & Life Satisfaction Source: Krietner/Kinicki, 2009
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17. Ajzen’s Theory of Planned Behavior Attitude toward the behavior Subjective norm Perceived behavioral control Intention Behavior Source: Krietner/Kinicki, 2009 Source: Icek Ajzen
Personal values are reflected in our “value system.” This system is an organization of beliefs concerning preferable modes of conduct or end-states (how we would like to behave and how we would like things to turn out). These modes are measured on a continuum of relative importance and are believed to be enduring. Personal values are things that have meaning in our lives. Shalom Schwartz is a researcher who has studied personal values and their impact on human behavior. He has proposed that there are 10 values that guide behavior. This table shows those 10 values and the motivational mechanisms that underlie each. Certainly within each of those ten there are many subsets, just like the Q Sort Values exercise we just did in class.
There are relationships between these ten values, but the farther apart they are in this chart, the less connected they are. For example what would you assume regarding the relationship between Power and Universalism.
Intrapersonal Value Conflict occurs when highly ranked instrumental and terminal values pull an individual in different directions. Interpersonal Value Conflict occurs when combinations of instrumental and terminal values inevitably spark disagreements. Individual-Organization Value Conflict occurs when values espoused or enacted by the organization collide with employee’s personal values. In contrast, value congruence or person-culture fit reflects the similarity between an individual’s personal values and the cultural value system of an organization.
1. Intrapersonal Value Conflict - A. I want to be healthy by exercising regularly; I want to advance my career and be a good parent to my children 2. Interpersonal Value Conflict - C. I want to be honest by reporting company financials accurately; My coworker values a bonus that would come from adjusting the company financials. 3. Individual-Organization Value Conflict – B. I want to be healthy; My organization values smoking For example, a core organizational goal at Philip Morris is to manufacture and sell quality cigarettes. When you walk into their corporate office in Richmond there is big sign that said “Please smoke”, smoking is allowed everywhere in the building. Clearly if someone strongly valued a healthy lifestyle, they may have a problem working at PM.
Over time, we have seen some common trends in general life values as numbers of women in the workforce has increased in part due to more dual-income families, more single working parents, and an aging population requiring care. Simultaneously we have seen more downsizing and corporate cost-cutting that has often resulted in more work for fewer employees. This combination of events makes it even more difficult to balance work and family responsibilities. We’ve also witnessed a change in work attitudes suggesting that employees in general are less convinced that work should be an important part of one’s life or that working harder makes one a better person, typical attitudes during the depression and post-WWII era. Let’s define the next set of terms in this model: Family values are enduring beliefs about the importance of family and who should play key family roles. Work values center on the relative importance of work and career goals. Value similarity is the degree of consensus among family members about family values (internal to the family). Value congruence involves the amount of value agreement between employee and employer. It should be noted that work-family conflict takes on two forms: work interferes with family and family interferes with work. This is definitely not a one-sided problem and you as employees and ultimately managers will need to deal with this from a work perspective and a family perspective. The last two boxes in the model are a package deal. Satisfaction tends to be higher for those who live according to their values and lower for those who do not.
Research findings: False: Family-supportive philosophy is more important than specific programs. In other words a company can have a policy but if the culture is one that discourages people taking advantage of this policy or it’s perceived as career suicide, then it won’t really serve it’s purpose. True: Work flexibility is important in promoting work-family balance –research findings indicate that type of assignment and project based work can allow employees to focus on work more on occasion, when necessary, than family, and vice versa. This suggests that we are not talking about equal time splitting, but a fluid emphasis on work or family that shifts with the employee needs being the key to work/life balance. Work/life researchers have begun to espouse the notion that work and family are not opposites and should not be balanced but instead organizations should find ways to better enable employees to integrate both important and satisfying aspects of one’s life. False : Managers perceived as having higher work-life balance were rated MORE not LESS promotable.
An attitude is a learned predisposition to respond in a consistently positive or negative fashion with respect to a given object or topic. Attitudes are likely to propel us to act in a certain way based on our attitude about a specific object, person, or situation. For example, having a positive attitude about your school work will make you more inclined to study hard and do well in your classes.
An attitude is a learned predisposition to respond in a consistently positive or negative fashion with respect to a given object or topic. Attitudes are likely to propel us to act in a certain way based on our attitude about a specific object, person, or situation. For example, having a positive attitude about your school work will make you more inclined to study hard and do well in your classes.
Attitudes have three components, presented here in a different order than is presented in your textbook so that you can use the ABC mnemonic to help you remember the three components: (1) affective – feelings or emotions about an object (2) behavioral – how one intends to act toward someone or something and (3) cognitive – beliefs or ideas one has about an object.
“ I like going to work.” - Affective “ Working allows me to afford what I want and need.” - Cognitive “ I intend to quit my job.” - Behavioral “ Working with my coworkers is frustrating.” - Affective “ I believe working helps contribute to society.” – Cognitive We know, though, that our attitudes can not always predict behavior. On the other hand, attitudinal intentions (how someone intends to behave in a given situation) are the best predictors of behavior. (Remember we said that an attitude has three parts – this speaks to the behavioral component). Although we noted that attitudes are resistant to change, they may be influenced indirectly through education and training that change underlying beliefs (cognitive component). For example, I have a poor attitude towards my boss because I believe he is embezzling money. When I find out that in fact he is not, my attitude toward him may change to be more positive. Researchers have found that behavioral intentions were a better predictor of employee turnover than job satisfaction, satisfaction with the work itself, or organizational commitment. Researchers in organizational behavior have spent a lot of time focusing on attitudes related to one’s job. This area of research specifically focuses on job satisfaction.
“ I like going to work.” - Affective “ Working allows me to afford what I want and need.” - Cognitive “ I intend to quit my job.” - Behavioral “ Working with my coworkers is frustrating.” - Affective “ I believe working helps contribute to society.” – Cognitive We know, though, that our attitudes can not always predict behavior. On the other hand, attitudinal intentions (how someone intends to behave in a given situation) are the best predictors of behavior. (Remember we said that an attitude has three parts – this speaks to the behavioral component). Although we noted that attitudes are resistant to change, they may be influenced indirectly through education and training that change underlying beliefs (cognitive component). For example, I have a poor attitude towards my boss because I believe he is embezzling money. When I find out that in fact he is not, my attitude toward him may change to be more positive. Researchers have found that behavioral intentions were a better predictor of employee turnover than job satisfaction, satisfaction with the work itself, or organizational commitment. Researchers in organizational behavior have spent a lot of time focusing on attitudes related to one’s job. This area of research specifically focuses on job satisfaction.
Cognitive Dissonance is the psychological discomfort experienced when attitudes and behavior are inconsistent. For example, you may continue working for a company (behavior) even though you have a negative attitude about what they do (e.g. sell CDs that contain profanity). To reduce cognitive dissonance you have three options: Change your attitude and/or behavior – for example, stop working there or stop thinking that selling CDs that have profanity is a problem. Belittle the importance of the inconsistent behavior – You could say in this situation, “Just because I work here doesn’t mean I condone or contribute to the selling of obscene CDs. After all, I just work in the accounting department; I don’t produce or sell them directly.” Find consonant elements that outweigh dissonant ones – Some elements in this situation could be “I have to work,” “I like my job and coworkers,” or “the company treats me well.”
http://people.umass.edu/aizen/index.html Ajzen’s Theory or Planned Behavior focuses on intentions as the key link between attitudes and planned behavior. His theory shows three separate but interacting determinants of one’s intentions. First, the attitude toward the behavior, or the degree to which a person has a favorable or unfavorable evaluation or appraisal of the behavior in question. Second, the subjective norm, or the perceived social pressure to perform or not perform the behavior. Third, perceived behavioral control, which is the perceived ease or difficulty of performing the behavior based on past experience as well as anticipated impediments and obstacles. This theory has predicted intentions in a number of different contexts including weight loss, voting, attending training, reenlisting in the military, and having children. This is also an important model to consider with regard to organizational ethics. Attitudes people hold as individuals, the norms and attitudes of others in their social group, and the ease of executing the behavior all factor in to when a person may decide to behave in an unethical manner.
In an interesting look at work attitudes & values in the evolution of humanity and work life. Before the early Greeks what was “work” mostly like, regardless of location?
Organizational commitment is simply the extent to which an individual identifies with the firm and it’s goals, regardless of size. Research has shown that there is a s trong relationship between organizational commitment and job satisfaction. It is also highly correlated with job performance. In addition, employees have lower intentions to quit their jobs when they are committed to their respective organizations. Additionally we’ve talked briefly in previous classes about Organizational Citizenship Behavior, which is an individuals choice to behave and perform in ways that may not be formally rewarded but benefit the organization. Affective commitment is the employee's emotional attachment to, identification with, and involvement in the organization. People are committed to staying at the organization because they want to. Continuance commitment refers to an awareness of the costs of leaving the organization. People stay with an organization because they need to. And normative commitment is a feeling of obligation to continue employment. People feel they ought to remain.
The other two work attitudes we will study in this chapter are listed on this slide. Job involvement is the extent to which an individual is immersed in his or her personal job and is p ositively associated with job satisfaction, organizational commitment, and intrinsic motivation and is negatively related to intentions to quit. Improving job involvement can reduce turnover. Likewise, a positive relationship exists between job involvement and performance. We can improve job involvement by providing work environments that fuel intrinsic motivation where employees are motivated by the job itself, rather than by extrinsic factors such as pay and benefits. Employee engagement is an individual difference variable defined as an individual’s involvement, satisfaction and enthusiasm for work. This sounds like something that would cause employees to put forth more effort and be more committed to their jobs, however there has been little empirical evidence to support this claim. However, surveys have revealed that employee engagement was related to customer satisfaction, profitability, productivity, turnover, and safety outcomes measured at the organizational level.
The final work attitude that we will discuss and that concludes this chapter is job satisfaction . Interestingly, job satisfaction is one of the most frequently studied work attitudes by OB researchers. It is possible to be satisfied with some elements of the job but not others. For example, you might be satisfied with your boss but not your pay, or the type of work you do but not your hours.
First, let’s consider the five significant causes of job satisfaction that are explained here. Need fulfillment— performing your job fulfills your personal needs, allows for family time, provides challenging work, and the like. Discrepancies , or met expectations—the extent to which one receives what he or she expects from a job. When expectations are greater than what is received dissatisfaction is high. Value Attainment —the extent to which a job allows fulfillment of one’s work values. Equity— the level of fair treatment one receives on the job. This cause will be covered more extensively in Chapter 8 when we talk about motivation. Disposition/genetic components —research findings estimate that 30% of an individual’s job satisfaction is associated with dispositional and genetic components; that means we can only hope to change or influence 70% of someone’s level of satisfaction.
Factors that lead to Job Satisfaction include: Autonomy (remember Daniel Pink: Autonomy, Mastery and Purpose?); Task Significance, Feedback, Skill Variety, Skill Identity, Workload, Working Conditions, Pay . . . Etc.
For those of you paying attention here’s the 12 Rules from Wagner/Harter’s book :The 12 Rules of Great Management: First, Break all the Rules.
1. Asking why, asking will I, rather than just making a declarative “I Will” statement actually opens more possibilities and creates better results. The science clearly shows that incentive pay doesn’t improve performance, it makes performance worse. Paying too much means above market, but not outrageously. That attracts the best talent, reduces turnover, and increases performance. Sales commissions interfere with teamwork, commitment and collaboration which improves organizational outcomes. It also leads to poor customer service. From Netflix “"We should focus on what people get done, not how many hours or days worked. Just as we don't have a nine to five day policy, we don't need a vacation policy." “ Nothing wrong with passion, but if you’ve ever been in a long term relationship, passions fade, and then commitment and the ability to act are what makes the difference. Getting rid of the things that aren’t really important to you and clutter up your life, or behaviors you want to change, is as effective as “to do lists,” if not more.
What’s the definition of insanity? Doing what you’ve always done and expecting different result. Choose specifically do something productive in a way that makes sense to you but may be opposite of what “the world” thinks. When we’re locked in a problem we get bogged down. When we’re solving someone else’s problem, options and solutions come much easier. Find a mentor, partner, associate and share. Buy one – give one away. An exponentially growing business model changing the planet. Carving out time that isn’t billable creates all kinds of solutions and innovations that don’t get created during billable time.
11. We are purpose driven beings. If there’s no “why”, there’s a problem. Performance reviews are arbitrary and lack authenticity. Do your own performance review monthly, suggest peer reviews, and if possible use feedback software tools. Please! Clarity and integrity are extremely important. The evidence is clear – those words mean nothing, and focusing on that doesn’t maximize results. Maximize customer value. With your finger, write an E on your forehead. Internal/External Locus of Control exercise. Period