组织行为学-罗宾斯-12版本-第3章课件.ppt

1、Attitudes and Job SatisfactionChapter THREE 2007 Prentice Hall Inc.All rights reserved.AttitudesAttitudesEvaluative statements or judgments concerning objects,people,or eventsAffective ComponentThe emotional or feeling segment of an attitudeCognitive ComponentThe opinion or belief segment of an atti

2、tudeBehavioral ComponentAn intention to behave in a certain way toward someone or something 2007 Prentice Hall Inc.All rights reserved.The Theory of Cognitive DissonanceDesire to reduce dissonance depends on:Importance of elements creating dissonance Degree of individual influence over elements Rewa

3、rds involved in dissonanceCognitive DissonanceAny incompatibility between two or more attitudes or between behavior and attitudes Individuals seek to reduce this gap,or“dissonance”2007 Prentice Hall Inc.All rights reserved.Measuring the A-B RelationshipRecent research indicates that attitudes(A)sign

4、ificantly predict behaviors(B)when moderating variables are taken into account.Moderating Variables Importance of the attitude Specificity of the attitude Accessibility of the attitude Social pressures on the individual Direct experience with the attitudeAB 2007 Prentice Hall Inc.All rights reserved

5、.Self-Perception TheoryAttitudes are used after the fact to make sense out of an action that has already occurred.BA!And,2007 Prentice Hall Inc.All rights reserved.Types of AttitudesJob InvolvementIdentifying with the job,actively participating in it,and considering performance important to self-wor

6、thOrganizational 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 2

7、007 Prentice Hall Inc.All rights reserved.Types of Attitudes,contd Employee Engagement An individuals 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 2007 Prentice

8、 Hall Inc.All rights reserved.An Application:Attitude SurveysAttitude SurveysEliciting responses from employees through questionnaires about how they feel about their jobs,work groups,supervisors,and the organization 2007 Prentice Hall Inc.All rights reserved.Attitudes and Workforce Diversity Traini

9、ng activities that can reshape employee attitudes concerning diversity:Participating in diversity training that provides for self-evaluation and group discussions Volunteer work in community and social serve centers with individuals of diverse backgrounds 2007 Prentice Hall Inc.All rights reserved.J

10、ob 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 satisfactiontend to be less satisfied with pay and promotion opportunities 2007 Prentice Hall Inc.All rights res

11、erved.Causes of Job Satisfaction Pay influences job satisfaction only 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.2007 Prentice Hall Inc.A

12、ll rights reserved.How Employees Can Express DissatisfactionExitBehavior directed toward leaving the organizationVoiceActive and constructive attempts to improve conditionsNeglectAllowing conditions to worsenLoyaltyPassively waiting for conditions to improve 2007 Prentice Hall Inc.All rights reserve

13、d.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

14、 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.2007 Prentice Hall Inc.All rights reserved.Job Satisfaction and OCB Satisfaction and OCBs Satisfied employees who feel

15、 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.2007 Prentice Hall Inc.All rights reserved.Job Satisfaction and Customer Satisfaction Satisfaction and Customer Satisfaction Satisfied workers provide b

16、etter 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.In gene

17、ral,when we think of attitudes and organizations,we think of:1.Job Satisfaction2.Happiness3.Job Involvement4.Mood at work5.Organizational Commitment6.1 and 2 7.1,3,and 5 Chapter Check-up:AttitudesErnesto is the known as the Donut Hut Kingevery day he brings donuts and coffee to the office for everyo

18、ne.He says it helps everyone think more clearly!Ernesto is demonstrating:Job satisfactionOrganizational citizenship behaviorProductivityJob involvementConscientiousnessChapter Check-up:AttitudesWrite down three things someone could do at work that would constitute an OCB.Compare your list with a neighbors.