组织行为学研究onATTITUDESandJOBSATISFACTION.ppt

1、on ATTITUDES and JOB SATISFACTION,AN INTRODUCTION TO ORGANIZATIONAL BEHAVIOR By: Stephen Robbins that is, the attitudes that people hold determine what they do.,However, in the late 1960s, this assumed relationship between attitudes and behavior was challenged by a review of the research. Based on a

2、n evaluation of a number of studies that investigated the attitude-behavior relationship, the reviewer concluded that attitudes were unrelated to behavior or, at best, only slightly related.,More recent research has demonstrated that attitudes significantly predict future behavior and confirmed Fest

3、ingers original belief that the relationship can be enhanced by taking moderating variables into account.,The most powerful moderators of the attitude-behavior relationship have been found to be: Importance of the attitude (fundamental values, self-interest, identification with the individuals/group

4、s that a person values) Its specificity Its accessibility whether there exist: Social pressures Direct experience,moderating variables,self-perception theory,Self-perception argues that attitudes are used after the fact to make sense out of an action that has already occurred rather than as devices

5、that precede and guide action.,- attitudes are used after the fact to make sense out of an action that has already occurred.,Six questions that will help understand attitude: What are the main components of attitudes? How consistent are attitudes? Does behavior always follow after attitudes? What ar

6、e the major job attitudes? How are employee attitudes measured? What is the importance of attitudes to workplace diversity?,Job satisfaction A positive feeling about ones job resulting from an evaluation of its characteristics. Job involvement The degree to which a person identifies with a job, acti

7、vely participates in it, and considers performance important to self-worth. Closely related concept is psychological empowerment which is employees belief in the degree to which they impact their work environment, their competence, the meaningfulness of their job, and the perceived autonomy in their

8、 work.,Organizational commitment The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization.,Three separate dimensions: Affective commitment an emotional attachment to the organization and a belief in its values. Cont

9、inuance commitment the perceived economic value of remaining with an organization compared to leaving it. Normative commitment an obligation to remain with the organization for moral or ethical reasons.,Other job attitudes: Perceived Organizational Support (POS) the degree to which employees believe

10、 the organization values their contribution and cares about their well-being. Employee engagement an individuals involvement with, satisfaction with, and enthusiasm for the work they do.,Six questions that will help understand attitude: What are the main components of attitudes? How consistent are a

11、ttitudes? Does behavior always follow after attitudes? What are the major job attitudes? How are employee attitudes measured? What is the importance of attitudes to workplace diversity?,attitude surveys,Eliciting responses from employees through questionnaires on how they feel about their jobs, work

12、 groups, supervisors, and the organization. employee behaviors are based on perceptions, not reality.,Six questions that will help understand attitude: What are the main components of attitudes? How consistent are attitudes? Does behavior always follow after attitudes? What are the major job attitud

13、es? How are employee attitudes measured? What is the importance of attitudes to workplace diversity?,Diversity Programs Almost all include a self-evaluation phase People are pressed to examine themselves and to confront ethic and cultural stereotypes they might hold. Participants typically take part

14、 in group discussions or panels with representatives from diverse groups Arranging for people to do volunteer work in community or social service centers In order to meet face to face with individuals and groups from diverse backgrounds and using exercises that let participants feel what its like to

15、 be different.,JOB SATISFACTION,A positive feeling about ones job resulting from an evaluation of its characteristics.,measuring job satisfaction,a persons job is more than just the obvious activities of shuffling papers, writing programming code, waiting on customers, or driving a truck. Jobs requi

16、re interaction with coworkers and bosses, following organizational rules and policies, meeting performance standards, living with working conditions that are often less than ideal, and the like.,Single global rating Is a method nothing more than asking individuals to respond to one question, such as

17、 “All things considered, how satisfied are you with your job?” Summation of job facets More sophisticated method. It identifies key elements in a job and asks for the employees feelings about each. Typical factors that would be included are the nature of the work, supervision, present pay, promotion

18、 opportunities, and relations with coworkers.,how satisfied are people in their jobs?,people are on average satisfied with their jobs overall, with the work itself, and with their supervisors and coworkers. However, they tend to be less satisfied with their pay and with promotion opportunities.,what

19、 causes job satisfaction?,the major job satisfaction facets (work itself, pay, advancement opportunities, supervision, coworkers), enjoying the work itself is almost always the facet most strongly correlated with high levels of overall job satisfaction.,how about personality? personality plays a rol

20、e. Research has shown that people who have a negative personality are usually less satisfied with their jobs.,how about pay? people who are poor or who live in poor countries, pay does correlate with job satisfaction and with overall happiness. But once an individual reaches a level of comfortable l

21、iving, the relationship virtually disappears. What motivates us is not necessarily the same as what makes us happy.,the impact of dissatisfied and satisfied employees on the workplace,Exit Dissatisfaction expressed through behavior directed toward leaving the organization. Voice Dissatisfaction expr

22、essed through active and constructive attempts to improve conditions. Loyalty Dissatisfaction expressed by passively waiting for conditions to improve. Neglect Dissatisfaction expressed through allowing conditions to worsen.,Exit and neglect behaviors encompass our performance variables (productivit

23、y, absenteeism, and turnover). Voice and loyalty are constructive behaviors that allow individuals to tolerate unpleasant situations or to revive satisfactory working conditions.,responses to job dissatisfaction,job satisfaction & job performance,When satisfaction and productivity data are gathered

24、for the organization as a whole, we find that organizations with more satisfied employees tend to be more effective than organizations with fewer satisfied employees.,job satisfaction & organizational citizenship behavior (OCB),Satisfied employees would seem more likely to talk positively about the

25、organization, help others, and go beyond the normal expectations in their job. More recent evidence however, suggests that satisfaction influences OCB, but through perceptions of fairness.,job satisfaction & customer satisfaction,The evidence indicates that satisfied employees increase customer satisfaction and loyalty. Dissatisfied customers can increase an employees job dissatisfaction.,job satisfaction & absenteeism,A consistent negative relationship between satisfactio