管理学原理PPTmanagementChapter

Chapter3,Attitudesandjobsatisfaction,ChapterLearningObjectives,Afterstudyingthischapter,youshouldbeableto:Contrastthethreecomponentsofanattitude.Summarisetherelationshipbetweenattitudesandbehaviour.Compareandcontrastthemajorjobattitudes.Definejobsatisfactionandshowhowitcanbemeasured.Summarisethemaincausesofjobsatisfaction.Identifyfouremployeeresponsestodissatisfaction.Showwhetherjobsatisfactionisarelevantconceptincountriesotherthanwesterncountries.,Attitudes,Attitudesareevaluativestatementsorjudgmentsconcerningobjects,people,oreventsThreecomponentsofanattitude:,Theemotionalorfeelingsegmentofanattitude,Theopinionorbeliefsegmentofanattitude,Anintentiontobehaveinacertainwaytowardsomeoneorsomething,DoesbehaviourAlwaysFollowfromAttitudes?,LeonFestingerNo,thereverseissometimestrue!CognitiveDissonance:AnyincompatibilitybetweentwoormoreattitudesorbetweenbehaviourandattitudesIndividualsseektoreducethisuncomfortablegap,ordissonance,toreachstabilityandconsistencyConsistencyisachievedbychangingtheattitudes,modifyingthebehaviours,orthroughrationalizationDesiretoreducedissonancedependson:ImportanceofelementsDegreeofindividualinfluenceRewardsinvolvedindissonance,ModeratingVariables,Themostpowerfulmoderatorsoftheattitude-behaviourrelationshipare:ImportanceoftheattitudeCorrespondencetobehaviourAccessibilityExistenceofsocialpressuresPersonalanddirectexperienceoftheattitude,ModeratingVariables,PredictingbehaviourfromAttitudes,Importantattitudeshaveastrongrelationshiptobehaviour.Thecloserthematchbetweenattitudeandbehaviour,thestrongertherelationship:SpecificattitudespredictspecificbehaviourGeneralattitudespredictgeneralbehaviourThemorefrequentlyexpressedanattitude,thebetterpredictoritis.Highsocialpressuresreducetherelationshipandmaycausedissonance.Attitudesbasedonpersonalexperiencearestrongerpredictors.,?,WhataretheMajorJobAttitudes?,JobSatisfactionApositivefeelingaboutthejobresultingfromanevaluationofitscharacteristicsJobInvolvementDegreeofpsychologicalidentificationwiththejobwhereperceivedperformanceisimportanttoself-worthPsychologicalEmpowermentBeliefinthedegreeofinfluenceoverthejob,competence,jobmeaningfulness,andautonomy,AnotherMajorJobAttitude,OrganisationalCommitmentIdentifyingwithaparticularorganisationanditsgoals,whilewishingtomaintainmembershipintheorganisation.Threedimensions:AffectiveemotionalattachmenttoorganisationContinuanceCommitmenteconomicvalueofstayingNormativemoralorethicalobligationsHassomerelationtoperformance,especiallyfornewemployees.Lessimportantnowthaninthepastnowperhapsmoreofanoccupationalcommitment,loyaltytoprofessionratherthanagivenemployer.,AndYetMoreMajorJobAttitudes,PerceivedorganisationalSupport(POS)Degreetowhichemployeesbelievetheorganisationvaluestheircontributionandcaresabouttheirwell-being.Higherwhenrewardsarefair,employeesareinvolvedindecisionmaking,andsupervisorsareseenassupportive.HighPOSisrelatedtohigherOCBsandperformance.EmployeeEngagementThedegreeofinvolvementwith,satisfactionwith,andenthusiasmforthejob.Engagedemployeesarepassionateabouttheirworkandcompany.,AreTheseJobAttitudesReallyDistinct?,No:theseattitudesarehighlyrelated.Variablesmayberedundant(measuringthesamethingunderadifferentname)Whilethereissomedistinction,thereisalsoalotofoverlap.,JobSatisfaction,Oneoftheprimaryjobattitudesmeasured.Broadterminvolvingacomplexindividualsummationofanumberofdiscretejobelements.Howtomeasure?Singleglobalrating(onequestion/oneanswer)-BestSummationscore(manyquestions/oneaverage)-OKArepeoplesatisfiedintheirjobs?IntheU.S.,yes,butthelevelappearstobedropping.Resultsvarybyemployeefacetsofthejob.Payandpromotionarethemostproblematicelements.,Payinfluencesjobsatisfactiononlytoapoint.Afterabout$60000peryearthereisnorelationshipbetweenamountofpayandjobsatisfaction.Moneymaybringhappiness,butnotnecessarilyjobsatisfaction.Personalitycaninfluencejobsatisfaction.Negativepeopleareusuallynotsatisfiedwiththeirjobs.Thosewithpositivecoreself-evaluationaremoresatisfiedwiththeirjobs.,CausesofJobSatisfaction,EmployeeResponsestoDissatisfaction,Active,Passive,Constructive,Destructive,OutcomesofJobSatisfaction,JobPerformanceSatisfiedworkersaremoreproductiveANDmoreproductiveworkersaremoresatisfied!Thecausalitymayrunbothways.OrganisationalCitizenshipBehavioursSatisfactioninfluencesOCBthroughperceptionsoffairness.CustomerSatisfactionSatisfiedfrontlineemployeesincreasecustomersatisfactionandloyalty.AbsenteeismSatisfiedemployeesaremoderatelylesslikelytomisswork.,MoreOutcomesofJobSatisfaction,TurnoverSatisfiedemployeesarelesslikelytoquit.Manymoderatingvariablesinthisrelationship.EconomicenvironmentandtenureorganisationalactionstakentoretainhighperformersandtoweedoutlowerperformersWorkplaceDevianceDissatisfiedworkersaremorelikelytounionize,abusesubstances,steal,betardy,andwithdraw.Despitetheoverwhelmingevidenceoftheimpactofjobsatisfactiononthebottomline,mostmanagersareeitherunconcernedaboutoroverestimateworkersatisfaction.,GlobalImplications,IsJobSatisfactiononlyawesternConcept?No,butmostoftheresearc