BUAD 304 Chapter 2
What can you do to combat bullying?
- Keep a record - Plan you interactions -Confront the bully - Escalate the situation -Stay calm but take care of yourself
Motivation
-Employee motivation represents a psychological process that arouses our interest in doing something, and it directs and guides our behavior -As you might expect, employee motivation positively correlates to job satisfaction
Attitudes
-represent our feelings or opinions about people, places, and objects and range from positive to negative
What does commitment depend on?
Commitment depends on the quality of an employee's psychological contracts
Commitment
Commitment: a force that birds an individual to a course of action of relevance to one or more targets
Openness to change and Conservation
Openness to Change: independence of thought, action, and feelings, and readiness for change (stimulation, self direction) Conservation: order, self restriction, preservation of the past, and resistance to change (conformity, tradition, security) - LOOK AT PICTURE
Organizational commitment
Organizational commitment: reflects the extent to which an individual identifies with an organization and commits to its goals
Components of employee engagement
Urgency Focus Intensity Enthusiasm
Attitudinal Outcomes of Job Satisfaction
motivation, job involvement, withdrawal cognitions, perceived stress
Five predominant models of job satisfaction
need fulfillment, met expectations, value attainment, equity, disposition/genetic components
Perceived Organizational Support (POS)
reflects the extent to which employees believe their organization values their contributions and genuinely cares about their well-being
Employee engagement
the harnessing of organization members' selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performance
Values
they are abstract ideals that guide our thinking and behavior across all situations
Job satisfaction has a significant correlation with:
-Attitudes -Motivation -Job involvement -Withdrawal cognitions -Perceived stress -Behavior -Job performance -Organizational citizenship behavior (OCB) -Counterproductive work behavior (CWB) -Turnover -Organizational Level -Accounting/ financial performance -Customer service/ satisfaction
What four key workplace attitudes do savvy managers track?
-Commitment -Employee engagement -Perceived organizational support - Job satisfaction
counterproductive work behaviors
-Counterproductive work behavior: harms other employees, the organization as a whole and/or organizational stakeholders such as customers and shareholders Ex: bullying, theft, gossiping, backstabbing -CWB has a strong negative relationship with job satisfaction
Schwartz's value theory
-He said the broad values motivate our behavior across any context -He categorizes these values into two opposing or bipolar dimensions - Self transcendence> self enhancement - Openness to change> conservation
How to reduce counterproductive work behaviors?
-Hire individuals who are less prone to engage in counterproductive behavior. Cognitive ability is associated with many measures of success so it is a logical quality to screen for in hiring decisions -Design jobs that promote satisfaction and root out and eliminate managers who treat others in an abusive manner -Respond quickly and appropriately if an employee does engage in CWBs, defining the specific behaviors that are unacceptable and the requirements for acceptable behavior
How can you increase employee commitment?
-Hire people whose personal values align with the organization's -Make sure that management does not breach its psychological contracts -Treat employees fairly and foster trust between managers and employees
Turnover
-It can be a good thing when a low-performing person quits or is fired -In losing a good employee, the organization loses valuable knowledge and experience and it can be costly -Job satisfaction has a moderately strong negative relationship with turnover -Managers are well served by enhancing employees' job satisfaction especially for high performers
Dispositional/ genetic components
-It posits that job satisfaction is a function of both personal traits and genetic factors -The model implies that stable individual differences are at least as powerful as characteristic of the work environment in their impact on satisfaction -Dispositions had stronger relationships with intrinsic aspects of a job than with extrinsic aspects -Genetic factors also were found to significantly predict life satisfaction, well-being, and general job satisfaction
Situation Factors
-Job characteristic: People are engages when their work contains variety and when they receive timely feedback about performance -Leadership: People are more engages when their manager is supportive and maintain a positive, trusting relationship with them -Organizational climate can range from positive and inspiring to negative and depleting: Positive climates obviously foster engagement -Stressors: are environment characteristic that cause stress
Behavioral outcomes of job satisfaction
-Job satisfaction has a positive association with two constructive individual level behavioral outcomes-- job performance and organizational citizenship behavior (OCB) -Job satisfaction has a negative relationship with two potentially negative behaviors-- counterproductive work behavior and turnover
Organizational Level of Outcomes of Job Satisfaction
-Job satisfaction is positively associated with the organizational level outcomes of accounting/financial performance and customer service/ satisfaction -Accounting and Financial Performance -Aggregate level of employee job satisfaction should be positively associated with a company's account/financial performance -Customer Service/ Satisfaction -Why do we expect satisfied employees to provide higher-quality service to customers? -Spillover effect: when attitudes in one part of our lives spill over to another
Committed individuals tend to display two outcomes
-Likely continuation of their employment with the organization -Greater motivation toward pursuing organizational goals and decision
Met expectations
-Met Expectations: represent the difference between what an individual expects to receive from a job, such as good pay and promotional opportunities, and what she or he actually receives -When expectations are greater than what is received, a person will be dissatisfied
Need fulfillment
-Need fulfillment models propose that satisfaction is determined by the extent to which the characteristics of a job allow an individual to fulfill her on his needs -Needs: are physiological or psychological deficiencies that arouse behavior
How can you increase engagement?
-One way is to make sure inputs in the Organizing Framework are positively oriented. Organizations do this by measuring, tracking, and responding to surveys of employee engagement -Other ideas include creating career and development opportunities for employees, recognizing people for good work, effectively communicating and listening, allowing people to exercise during the workday, creating a physically attractive and stimulating environment
Organizational Citizenship Behavior
-Organizational citizenship behavior (OCB): defined as individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system and that in the aggregate promotes the effective functioning of the organization -OCBs are voluntary -OCBs help work groups and the organization to effectively achieve goals
What drives organizational commitment
-Organizational commitment exist to the degree that your personal values match the values that pervade you company's organizational culture -Other drives include: -Personality -Meaningfulness of the work being performed -Organizational climate -Leader behavior -Organizational culture
Perceived Stress
-Stress has negative effects on many different OB-related outcomes -It also has a strong negative relationship to job satisfaction and employee engagement -Managers should attempt to reduce the negative effects of stress by improving job satisfaction and by encouraging employees to detach from work during off-job time
Equity
-The equity theory builds on the notion that satisfaction rests on how fairly an individual is treated at work -If we perceive that our work outcome,s relative to our inputs, compare favorably with someone else's outcomes and inputs, we will be satisfied
How to measure job satisfaction?
-The simplest is to use a single overall rating -The second method assess satisfaction along a series of facets -Provides more detailed and actionable information about job satisfaction
What do personal attitudes do?
-They affect behavior at a different level than do values -While values represent global beliefs that influence behavior across all situations, personal attitudes relate only to behavior directed toward specific objects, persons, or situations
Withdrawal cognitions
-They capture the thought process by representing an individual's overall thoughts and feelings about quitting -Low job satisfaction is believed to be one of the most significant contributed to thoughts of quitting
Job performance
-Two key findings 1. Job satisfaction and performance are moderately related This supports the belief that employee job satisfaction is a key workplace attitude managers should consider when attempting to increase employees' job performance 2. The relationship between them is complex Researchers now believe both variables indirectly influence each other though a host of person factors and environmental characteristics contained in the Organizing Framework
How does POS affect employees
-We are motivated by the norm of reciprocity to return the favor when someone treats us well. This is why we are more likely to reciprocate hard work and dedication when our employer treats us favorable
Telecommuting
-allows employees to do all or some of their work from home, using advance telecommunication technology and internet tools to send work electronically from home to the office,and vice versa -This can improve job satisfaction
Cognitive dissonance
-represents the psychological discomfort a person experiences when simultaneously holding two or more conflicting cognitions (ideas, beliefs, values or emotions) -Festinger was fascinated by the way people are motivated to maintain consistency (and avoid dissonance) among their attitudes and beliefs, and the way they resolve inconsistencies that drive cognitive dissonance
Determinants of Intention
1. Attitudes toward the behavior: the degree to which a person has a favorable or unfavorable evaluation of the behavior in question 2. Subjective norm: a social factor representing the perceived social pressure for or against the behavior 3. Perceived behavioral control: the perceived ease or difficulty of performing the behavior, assumed to reflect past experience and anticipated obstacles
How to reduce cognitive dissonance
1. Change your attitude or behavior or both 2. Belittle the importance of inconsistent behavior 3. Find consonant elements that outweigh dissonant ones
3 components of attitudes
1. The affective component-- "I feel." The affective component: contains our feelings or emotions about a given object or situation 2. The cognitive component "I believe." The cognitive component: reflects our beliefs or ideas about an object or situation 3. The behavioral component-- "I intend." The behavioral component: refers to the way we intend or expect to act toward someone or something ^these all influence behavior
Understanding the way values affect our behavior matters for 2 reasons:
1. Values guide our actions across all situations. Knowing this helps you to self-manage such as by choosing a major or career for which you are well suited 2. You will be more effective at influencing others' attitudes and behaviors when you are armed with an understanding of values and their effects
What contributes to employee engagement
Person factors and situation factors
Person factors
Personality Positive psychological capital Human and social capital
Psychological contracts
Psychological contracts: represent an individual's perception about the reciprocal exchange between him- or herself and another party
Benefits of POS
Research shows that it is positively associated with employee engagement, organizational commitment, job satisfaction, organizational citizenship behavior, greater trust, innovation, and lower tendency to quit
Self transcendence and Self enhancement
Self transcendence: Concern for the welfare and interest of others (universalism, benevolence) Self enhancement: pursuit of one's own interests and relative success and dominance over others (power, achievement)
Personal attitudes
They represent your consistent beliefs and feelings about specific things -Values and attitudes are generally in harmony, but not always
Value attainment
Value attainment: is that satisfaction results from the perception that a job allow s for fulfillment of an individual's important values
Workplace attitudes
are an outcome of various OB-related processes, including leadership
Job satisfaction
is an effective or emotional response toward various facets of your job
Job involvement
represent the extent to which an individual is personally engage in his or her work role
