MGT 312 Chapter 2
Personal attitudes:
Encompass our feelings or opinions about people, places, and objects* relate only to behavior directed toward specific objects, persons and situations
Attitudes can involve:
Motivation Job Involvement Withdrawal Cognitions Perceived Stress
David, an accountant with Brighter Future Corporation, is experiencing job dissatisfaction due to comparing how hard he works and how much he gets paid versus his perception of a coworker's effort and reward. David's dissatisfaction can be explained by ______ model.
equity
Turnover is harmful when
high-performing employees voluntarily leave the organization.
How can managers increase engagement?
make sure inputs in organizing framework are positivity oriented. do this by 1.measuring it 2. tracking it 3. responding to employee surveys
Values= personal attitudes
personal attitudes have three components: 1. affective: feelings 2. cognitive: beliefs 3. behavioral: intentions
The interactional perspective :
states that behavior is a function of interdependent person and environmental factors Environments present various types of rewards and opportunities that people achieve or realize with diverse knowledge, skills, abilities, and motivations.
Cognitive Dissonance
the psychological discomfort a person experiences when simultaneously holding two or more conflicting cognitions (ideas, beliefs, values, or emotions) People are motivated to maintain consistency (and avoid dissonance) among their attitudes and beliefs, and how they resolve inconsistencies that drive cognitive dissonance
Job satisfaction has two negative behaviors
1. counterproductive work behavior (CWB) 2. Turnover
Psychological contracts : How can managers increase employees commitment?
- represent an individual's perception about the terms and conditions of a reciprocal exchange between him- or herself and another party EX:... work environment, the psychological contract, represents an employee's beliefs about what he or she is entitled to receive in return for what he or she provides to the organization. EX:...employer breach of the psychological contract, is associated with lower organizational commitment, job satisfaction, and performance, and greater intentions to quit. 1. personal values to organization 2. management does not breach its psychological contracts 3.fairly, build trust
Practical steps employers can take to tackle a turnover problem. Managers can reduce voluntary turnover if they
Job satisfaction has a moderately strong, negative relationship with turnover - Hire people who "fit" within the organization's culture. Spend time fostering employee engagement. Engaged employees are less likely to quit. Provide effective onboarding. Onboarding programs help employees to integrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics by clarifying work-role expectations and responsibilities. Recognize and reward high performers because they are more likely to quit than average performers.
Festinger theorized that if you are experiencing cognitive dissonance, or psychological tension, you can reduce it in one of three ways:
1. Change your attitude or behavior or both. 2. Belittle the importance of the inconsistent behavior. 3. Find consonant elements that outweigh dissonant ones
Job satisfaction has two positive association with
1. job performance 2. organizational citizen ship behavior (OCB)
Perceived Organizational Support associated with:
Increased organizational commitment Job satisfaction Organizational citizenship behavior Task performance Lower turnover ex:We are more likely to reciprocate with hard work and dedication when our employer treats us favorably.
William Kahn defined, 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 "GIVE THEIR ALL" at work: four feelings 1. urgency 2. focus 3. intensity 4. Enthusiasm
values:
represent global beliefs that influence behavior across all situations
Environmental/situation Characteristics:
1. Job characteristics: These represent the motivating potential of the tasks we complete at work. For example, people are engaged when their work contains variety and when they receive timely feedback. 2. Leadership. People are more engaged when their manager is charismatic and when a positive, trusting relationship exists between managers and employees. 3.Stressors. Stressors are environmental characteristics that cause stress. Finally, engagement is higher when employees are not confronted with a lot of stressors.
Attitudes
represent our feelings or opinions about people, places, and objects and range from positive to negative. : influences our Behavior
Five predominant models of job satisfaction:
1. need fulfillment : understand an meet employees needs (physiological/psychological deficiencies that a rouse behavior) 2. met expectations: of employees about what the will receive from the job (expects, vs what they actually get) 3. value attainment: structure the job & its rewards match employee values (employee satisfaction results from the perception that a job allows for fulfillment of the persons values) EX: providing awards to them through their values 4. Equity: monitor employee perceptions of fairness and interact with them so they feel fairly treated 5. disposition/genetic components: hire employees with an appropriate dispositon (personal traits and genetic factors)
Our Personal Attitudes Affect Behavior via Our Intentions: Ajzen's Theory of Planned Behavior 3 key general motives predict or at least influence intention and behavior. Pg:53
1. Attitude toward the behavior: The degree to which a person has a favorable or unfavorable evaluation or appraisal 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. According to the Ajzen model, someone's intention to engage in a given behavior is a strong predictor of that behavior.
Organizational Level Factors:
Career opportunities Managing performance Organization reputation Communication Recognition
Which of the following statements is NOT true about personal values?
In general, values are relatively stable across time and situations. Values tend to vary across generations. Schwartz's value theory can be generalized across cultures. VALUES ARE NOT MOTIVATIONAL IN NATURE (FALSEEE) Not all values are compatible.
Behaviors can involve:
Job Performance Organizational Citizenship Behavior (OCB) Counterproductive Work Behavior (CWB): steel stuff, clocks in and goes to sleep, clocks in late leaves early Turnover A happy worker is a productive worker? True or False? Both There both symbiotic, grow together
personal VALUES
abstract ideals that guide one's thinking and behavior across all situations
Organizational levels can include:
accounting/financial performance customer service/satisfaction
telecommuting:
allows employees to do all or some of their work from home, using advanced telecommunication technology and internet tools to send work electronically from home to the office, and vice versa.
Workplace attitudes
are an outcome of various organizational behavior related processes, including leadership positively related to performance and negatively to indicators of withdrawal - lateness, absenteeism, and turnover.
Counterproductive work behavior (CWB)
are behaviors that harm other employees, the organization as a whole, or organizational stakeholders such as customers and shareholders. CWBs represent a particularly negative work-related outcome ex:gossiping, backstabbing, violence, incorrect work, tardiness, etc
Perceived Organizational Support (POS)
reflects the extent to which employees believe their organization values their contributions and genuinely cares about their well-being Perceptions of support can either be positive or negative. For example, your POS would be negative if you worked for a bad boss and a company that did not provide good health benefits or career opportunities.
Schwartz's 10 values
self direction stimulation hedonism achievement power security conformity tradition benevolence universalism
Values are
stable, and can influence our behavior without our being aware of it Guides our actions across all situations:self manage more effective at influencing others attitudes and behaviors when you re armed with an understanding of values and their effects Managers need to understand an employee's values because they encompass concepts, principles, or activities for which people are willing to work hard.
Organizational commitment exists to the degree that
your personal values generally match the values that undergird a company's organizational culture. Commitment depends on the quality of an employee's psychological contracts.
Organizational citizenship behavior (OCB)...AKA: Discretionary Effort): doing that little bit extra is 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." Represents discretionary individual behaviors that are: Typically not directly or explicitly recognized by the formal reward system And can, in the aggregate, promote effective functioning of the organization This definition highlights two key points: OCBs are voluntary. OCBs help work groups and the organization to effectively achieve goals.
Key Workplace Attitudes: following four are especially powerful
1. Organizational Commitment 2. Employee Engagement 3. Perceived Organizational Support 4. Job Satisfaction
Four attitudinal outcomes of job satisfaction that are important
1. motivation:psychological process that arouses our interest in doing something, and it directs and guides our behavior 2. job involvement : person is personally engaged in his or her work role 3. withdrawal cognitions: capture this thought process by representing an individuals overall thoughts and feelings about quitting 4. perceived stress: negative effects on OB related outcomes
Schwartz's two bipolar dimensions
1. self transcendence: concern for the welfare and interests of others (universalism, benevolence) 1. Self enhancement: pursuit of ones own interests and relative success and dominance over others (power, achievement) 2. Openness to change:(SELF DIRECTED INDEPENDENCE) independence of thought, action, and feelings, and readiness for change (stimulation, self direction) 2. Conservation: order, self restriction, preservation of the past, and resistance to change (conformity, tradition, security)
These four workplace attitudes attitudinal measures serve a dual purpose:
1. they represent important outcomes that managers may be working to enhance directly. 2. They link to other significant outcomes that managers will want to improve where possible.
Job Satisfaction is...
An affective or emotional response toward various facets of one's job :....extent to which an individual likes his or her job ** a person can be relatively satisfied with one aspect of her or his job and dissatisfied with one or more other aspects.
José is considering volunteering to help his company with its annual food drive. Which of the following is NOT an indicator of whether he will do so?
José thinks the food bank is a great way to help his community. JOSÉ IS ALREADY VOLUNTEERING AT THE ANIMAL SHELTER.(FFALSEEE)) José's boss expects him to volunteer. José's company gives employees a day off to volunteer. The food bank is located close to José's home. The other answers are determinants of intentions: Attitude toward the behavior Subjective norm Perceived behavioral control
Catherine is walking through the employee parking lot on her way to her office. She notices someone left an empty fast-food bag in the parking lot. Catherine goes out of her way to pick it up and dispose of it. What behavior is Catherine exhibiting?
OCB: doing that little bit of extra
OCB's are linked to many benefits
OCBs have a moderately positive correlation with job satisfaction. OCBs are significantly related to both individual-level consequences and organizational-level outcomes. This is important for two reasons. Exhibiting OCBs is likely to create positive impressions about you among your colleagues and manager. In turn, these impressions affect your ability to work with others, your manager's evaluation of your performance, and ultimately your promotability. The aggregate amount of employees' OCBs affects important organizational outcomes. It thus is important for managers to foster an environment that promotes OCBs.
what contributes to employee engagment?
Organizational Level Factors, Person Factors, and Environmental Characteristics : organzational compaines have their own goals : Personal people have their own personal goals : company sees them as more productive , But employees are happier when their achieving their own goals (((when productive meets happy it is, you find ENGAGEMENT: When people aren't achieving their goals and not helping the company achieve their goals it is NOT ENGAGED)))
Organizational Commitment
Organizational commitment reflects the extent to which an individual identifies with an organization and commits to its goals. And it leads to: 1.Greater employee retention 2.Greater motivation in pursuit of organizational goals Committed individuals tend to display 2 outcomes: 1. Likely continuation of their employment with the organization. 2. Greater motivation toward pursuing organizational goals and decisions.
Person factors:
Positive or optimistic personalities Proactive personality Conscientiousness
Schwartz's Value Theory
Proposed that broad values motivate our behavior across any context Schwartz believes that values are motivational in that they "represent broad goals that apply across contexts and time."
Sandra manages the marketing department for the Greener Grass Corporation. In an effort to increase employee engagement, Sandra could try all the following EXCEPT
Redesign jobs so that workers have variety and feedback. Take a class to learn how to be a charismatic leader. Try to limit the stressors in the workplace. AS STAFF LEAVE, REPLACE THEM WITH NEW HIRES WHO SCORE HIGH IN PESSIMISM ON A PERSONALITY TEST. (FALSEE) Provide recognition to employees who perform well.
Job Satisfaction & Job Performance
Research tells us that job satisfaction and performance Are moderately related Indirectly influence each other Better to consider the relationship at the business unit level versus at the individual level The dominant theories are either that satisfaction causes performance or performance causes satisfaction. Two key research findings: Job satisfaction and performance were moderately related, supporting the belief that employee job satisfaction is a key workplace attitude which managers should consider when attempting to increase employees' job performance. The relationship is complex. It is not that one directly influences the other or vice versa. Rather, researchers now believe both variables indirectly influence each other through a host of person factors and environmental characteristics.
Commitment
a force that binds an individual to a course of action of relevance to one or more targets
person values/personal values
a persons values are stable over time but personal values vary across generations and cultures
flextime
a policy giving employees flexible work hours so they can come and go at different times as long as they work a set number of hours
The organizing framework for understanding and applying OB is based upon
a systems approach. using person and environmental factors as inputs. processes including individual level, group/team level, and organizational level. outcomes organized into individual level, group/team level, and organizational level. THE FRAMEWORK IS BASED ON ALL OF THESE.
