organizational behavior lecture 3 dr. amna yousaf phd (hrm) university of twente, the netherlands

Organizational Behavior

Lecture 3 Dr. Amna YousafPhD (HRM)

University of Twente, the Netherlands

Recap Lecture 2

Model of Employee BehaviorMajor Categories of Employee BehaviorExternal Influences on Employee Behavior

Factors in the External Environment Factors in the Work Environment

Internal Factors that Influence Employee Behavior Attitudes Knowledge, Skills and Abilities (KSAs)

Attitudes and Job Satisfaction

Lecture 3

Lecture Outline

Main Components of Attitudes Does behavior always follow from attitudes What are major job attitudes Measuring job satisfaction How satisfied people are with their jobs? Impact of satisfied and dissatisfied people on

workplace Job satisfaction and National culture

Attitudes3-5

Evaluative statements or judgments concerning objects, people, or events.Three components of an attitude: Cognitive – The opinion or belief segment

of an attitude Affective – The emotional or feeling

segment of an attitude Behavioral – An intention to behave in a

certain way toward someone or something

Evaluative statements – either favorable or unfavorable – concerning objects, people or

events

Attitudes reflect how one feels about something

Attitudes

People seek consistency among their attitudes and between their attitudes and

their behavior

When there is an inconsistency, the individual may alter either the attitudes or behavior, or develop a rationalization for the discrepancy.

Consistency of Attitudes

The view that behavior influences attitudes

Argues that attitudes are used after the fact to make sense out of an action that has already occurred rather than as devices that precede and guide action.

Tend to infer attitude from behavior when you have had few experiences regarding an issue.

Self-Perception Theory

What Are the Major Job Attitudes?3-9

Job Satisfaction A positive feeling about the job resulting

from an evaluation of its characteristics.Job Involvement

Degree of psychological identification with the job where perceived performance is important to self-worth.

Psychological Empowerment Belief in the degree of influence over the

job, competence, job meaningfulness, and autonomy.

© 2007 Prentice Hall Inc. All rights reserved.

Werner & DeSimone (2006) 10

Attitudes

A person’s general positive or negative feelings towards a person, place, thing, event, or idea

Tend to be VERY stable and hard to changeAttitudes are important in training – e.g.,

does the trainee intend to use the training or ignore it?


Attitudes…

Attitudes determine behavior but not directly. Attitudes combine with perecieved social pressure ( norms) to

form intentions Intentions directly predict behavior Reactions to feedback or other employee attitudes can have

implications for HRD interventions such as training and career porograms.


Werner & DeSimone (2006) 12

Knowledge, Skills and Abilities (KSAs)

Abilities – general capacities related to the performance of specific tasks

Skills – combines abilities and capabilities (develped through training programs etc)

Knowledge – understanding of the factors or principles related to a specific subject

HRD programs mostly focus on changing skills and knowledge


Attitudes

Attitudes

Evaluative statements or judgments concerning objects, people, or events.

Affective ComponentThe emotional or feeling segment of an attitude.

Cognitive componentThe opinion or belief segment of an attitude.

Behavioral ComponentAn intention to behave in a certain way toward someone or something.


Types of Attitudes

Job InvolvementIdentifying with the job, actively participating in it, and considering performance important to self-worth.

Organizational CommitmentIdentifying with a particular organization and its goals, and wishing to maintain membership in the organization (Affective, Normative, and Continuance Commitment)

Job SatisfactionA collection of positive and/or negative feelings that an individual holds toward his or her job.


Types of Attitudes, cont’d.

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.


An Application: Attitude Surveys

Attitude Surveys

Eliciting responses from employees through questionnaires about how they feel about their jobs, work groups, supervisors, and the organization.


Job Satisfaction

Measuring Job Satisfaction Single global rating Summation score

How Satisfied Are People in Their Jobs? In general, people are satisfied with their jobs. Depends on facets of satisfaction—tend to be less

satisfied with pay and promotion opportunities.


Causes of Job Satisfaction

Pay only influences Job Satisfaction to a point After about $40,000 a year, there is no relationship

between amount of pay and job satisfaction.

Personality can influence job satisfaction Negative people are usually not satisfied with their

jobs


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.


The Effect of Job Satisfaction on Employee Performance

Satisfaction and Productivity Satisfied workers are more productive AND more

productive workers are more satisfied! 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.


Job Satisfaction and OCB

Satisfaction and OCBs 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.


Job Satisfaction and Customer Satisfaction

Satisfaction and Customer Satisfaction Satisfied workers provide better customer service

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.

Another Major Job Attitude3-23

Organizational CommitmentIdentifying with a particular organization and its

goals, while wishing to maintain membership in the organization.

Three dimensions: Affective – emotional attachment to organization Continuance Commitment – economic value of staying Normative – moral or ethical obligations

Has some relation to performance, especially for new employees.

Less important now than in past – now perhaps more of occupational commitment, loyalty to profession rather than to a given employer.

And Yet More Major Job Attitudes…

3-24

Perceived Organizational Support (POS) Degree to which employees believe the

organization values their contribution and cares about their well-being.

Higher when rewards are fair, employees are involved in decision-making, and supervisors are seen as supportive.

High POS is related to higher OCBs and performance.

Employee Engagement The degree of involvement, satisfaction with,

and enthusiasm for the job. Engaged employees are passionate about their

work and company.

Are These Job Attitudes Really Distinct?

3-25

No: these attitudes are highly related.

Variables may be redundant (measuring the same thing under a different name).

While there is some distinction, there is also a lot of overlap.

Job Satisfaction3-26

One of the primary job attitudes measured. Broad term involving a complex individual summation

of a number of discrete job elements.

How to measure? Single global rating (one question/one answer) - Best Summation score (many questions/one average) - OK

Are people satisfied in their jobs? In the U. S., yes, but the level appears to be dropping. Results depend on how job satisfaction is measured. Pay and promotion are the most problematic

elements.

Causes of Job Satisfaction3-27

Pay influences job satisfaction only to a point. After about $40,000 a year (in the U. S.), there is no

relationship between amount of pay and job satisfaction.

Money may bring happiness, but not necessarily job satisfaction.

Personality can influence job satisfaction. Negative people are usually not satisfied with their

jobs. Those with positive core self-evaluation are more

satisfied with their jobs.

Outcomes of Job Satisfaction3-28

Job Performance Satisfied workers are more productive AND more

productive workers are more satisfied! The causality may run both ways.

Organizational Citizenship Behaviors Satisfaction influences OCB through perceptions of

fairness.

Customer Satisfaction Satisfied frontline employees increase customer

satisfaction and loyalty.

Absenteeism Satisfied employees are moderately less likely to miss

work.

More Outcomes of Job Satisfaction

3-29Turnover

Satisfied employees are less likely to quit. Many moderating variables in this

relationship. Economic environment and tenure. Organizational actions taken to retain high

performers and to weed out lower performers.Workplace Deviance

Dissatisfied workers are more likely to unionize, abuse substances, steal, be tardy, and withdraw.

Despite the overwhelming evidence of the impact of job satisfaction on the bottom line,

most managers are either unconcerned about or overestimate worker satisfaction.

Does Behavior Always Follow from Attitudes?

3-30

No, the reverse is sometimes true! (Leon Festinger )

Cognitive Dissonance: Any incompatibility between two or more attitudes

or between behavior and attitudes Individuals seek to reduce this uncomfortable gap,

or dissonance, to reach stability and consistency Consistency is achieved by changing the attitudes,

modifying the behaviors, or through rationalization Desire to reduce dissonance depends on:

Importance of elements Degree of individual influence Rewards involved in dissonance

Moderating Variables3-31

The most powerful moderators of the attitude-behavior relationship are:

Importance of the attitude Correspondence to behavior Accessibility Existence of social pressures Personal and direct experience of the

attitude

Attitudes predict behavior, as influenced by moderating variables.

Predicting Behavior from Attitudes3-32

Important attitudes have a strong relationship to behavior.

The closer the match between attitude and behavior, the stronger the relationship: Specific attitudes predict specific behavior General attitudes predict general behavior

The more frequently expressed an attitude, the better predictor it is.

High social pressures reduce the relationship and may cause dissonance.

Attitudes based on personal experience are stronger predictors.

Global Implications3-33

Is Job Satisfaction a U. S. Concept? No, but most of the research so far has been

in the U.S.Are Employees in Western Cultures

More Satisfied With Their Jobs? Western workers appear to be more satisfied

than those in Eastern cultures. Perhaps because Westerners emphasize

positive emotions and individual happiness more than do those in Eastern cultures.

Managerial Implications3-34

Managers should watch employee attitudes They give warnings of potential problems They influence behavior

Managers should try to increase job satisfaction and generate positive job attitudes Reduces costs by lowering turnover, absenteeism,

tardiness, and theft, and increasing OCBFocus on the intrinsic parts of the job: make

work challenging and interesting Pay is not enough


In general, when we think of attitudes and organizations, we think of In general, when we think of attitudes and organizations, we think of

1) Job Satisfaction1) Job Satisfaction

2) Happiness2) Happiness

3) Job Involvement3) Job Involvement

4) Mood at work4) Mood at work

5) Organizational Commitment5) Organizational Commitment

6) 1 and 2 6) 1 and 2

7) 1, 3, and 5 7) 1, 3, and 5

Chapter Check-Up: Attitudes


Ernesto is the known as the Donut Hut King---every day he brings donuts and coffee to the office for everyone. Ernesto is the known as the Donut Hut King---every day he brings donuts and coffee to the office for everyone.

He says it helps everyone think more clearly! Ernesto is demonstrating He says it helps everyone think more clearly! Ernesto is demonstrating

1.1. Job satisfactionJob satisfaction

2.2. Organizational citizenship Organizational citizenship

behaviorbehavior

3.3. ProductivityProductivity

4.4. Job involvementJob involvement

5.5. ConscientiousnessConscientiousness

Chapter Check-Up: Attitudes

Write down three things someone could do at work that would constitute an OCB. Compare

your list with a neighbor’s.

organizational behavior lecture 3 dr. amna yousaf phd (hrm) university of twente, the netherlands

Documents

prentice hall

employee attitudes

job satisfactionlecture

job meaningfulness

consistency of attitudes

employee behaviorfactors

dissatisfied people

evaluative statements