2. Dynamics of Behavior in Organizations
•Attitudes
•Personality
•Perception
•Learning
•Stress management
Prof. Hansdeep Kaur
3. “It express an individual’s positive and negative feeling about
some objects. It descries an individual’s feelings, thoughts and
position to act toward some object in the environment.”
Attitudes determines how people
Perceive the work environment
Interact with others
Behave on the job
ATTITUDE
Prof. Hansdeep Kaur
4. • Attitude is not neutral
• Attitudes are stable & evolving
• Attitude can be inferred from behaviour
or statements
• Behaviour can be inferred from attitude
but the relationship is not always reliable.
Prof. Hansdeep Kaur
7. High-Performance Work Attitudes
Two attitudes that might
relate to high performance
Job Satisfaction
Organizational Commitment
Managers of today’s knowledge workers often rely on job
satisfaction to keep motivation and enthusiasm for the
organization high
Prof. Hansdeep Kaur
8. Types of Attitudes
Job Satisfaction Job Involvement
Attitude
OB
Organizational
commitments
Prof. Hansdeep Kaur
9. Types of Attitudes
Job Involvement
Identifying with the job, actively participating in it,
and considering performance important to self-worth.
Organizational Commitment
Identifying with a particular organization and its
goals, and wishing to maintain membership in the
organization.
Job Satisfaction
A collection of positive and/or negative feelings that
an individual holds toward his or her job.
Prof. Hansdeep Kaur
10. Types of Attitudes
Employee Engagement
An individual’s involvement with, satisfaction with, and
enthusiasm for the organization.
Perceived Organizational Support (POS)
Degree to which employees feel the organization cares about
their well-being.
Prof. Hansdeep Kaur
11. Job Satisfaction
• Measuring Job Satisfaction
– Single global rating
– Summation score
• How Satisfied Are People in Their Jobs?
Prof. Hansdeep Kaur
12. How Employees Can Express
Dissatisfaction
Exit
Behavior directed toward
leaving the organization.
Voice
Active and constructive
attempts to improve
conditions.
Neglect
Allowing conditions to
worsen.
Loyalty
Passively waiting for
conditions to improve.
Prof. Hansdeep Kaur
14. The Effect of Job Satisfaction on
Employee Performance
Satisfaction and Productivity
– Satisfied workers are necessarily more productive.
– Worker productivity is higher in organizations with
more satisfied workers.
Satisfaction and Absenteeism
– Satisfied employees have fewer avoidable
absences.
Satisfaction and Turnover
– Satisfied employees are less likely to quit.
– Organizations take actions to retain high
performers and to weed out lower performers.
Prof. Hansdeep Kaur
15. Job Satisfaction and OCB
Satisfaction and Organizational Citizenship
Behavior (OCB)
– Satisfied employees who feel fairly treated by and
are trusting of the organization are more willing to
engage in behaviors that go beyond the normal
expectations of their job.
Prof. Hansdeep Kaur
16. Job Satisfaction And Customer Satisfaction
Satisfied employees increase customer satisfaction because:
– They are more friendly, upbeat, and responsive.
– They are less likely to turnover which helps build long-term
customer relationships.
– They are experienced.
Dissatisfied customers increase employee job dissatisfaction.
Prof. Hansdeep Kaur
18. Conflicts Among Attitudes
• Cognitive Dissonance = condition in which two
attitudes or a behavior and an attitude conflict
– Leon Festinger – 1950s
– People want to behave in accordance with their
attitudes
– Usually will take corrective action
Prof. Hansdeep Kaur
