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CHAPTER 2 Define Job satisfaction, Job enlargement and effects of job satisfaction on employee performance. Job satisfaction :Job satisfaction is defined as "the extent to which people
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like (satisfaction) or dislike (dissatisfaction) their jobs.This definition suggests job satisfaction is a general or global affective reaction that individuals hold about their job.

Job enlargement: Job Enlargement, a job design technique in which the

number of tasks associated with a job is increased (and appropriate training provided) to add greater variety to activities, thus reducing monotony. Job enlargement is considered a horizontal restructuring method in that the job is enlarged by adding related tasks. Job enlargement may also result in greater workforce flexibility.

Effects of job satisfaction on employee performance.

2. Describe factors in the Big 5 model. Which factor shows the greatest value in predicting behavior.
The Big Five factors and their constituent traits can be summarized as follows: Openness - appreciation for art , emotions, adventure , unusual ideas, curiosity and variety of experience. Sample Openness items I have a rich vocabulary. I have a vivid imagination. I have excellent ideas. I spend time reflecting on things. I use difficult words.

Conscientiousness - a tendency to show self discipline act dutifully , and aim for achievements planned rather than spontaneous behavior. Sample Conscientiousness items I am always prepared. I am exacting in my work. I follow a schedule.

RISHI Extraversion - energy, positive emotions, urgency, and the tendency to seek stimulation in the company of others. Sample Extraversion items I am the life of the party. I don't mind being the center of attention. I feel comfortable around people. I start conversations. I talk to a lot of different people at parties. I am quiet around strangers.

Agreeableness - a tendency to be compassionate and cooperative Sample Agreeableness items I am interested in people. I feel others emotions. I have a soft heart. I make people feel at ease. I sympathize with others feelings. I take time out for others.

Neuroticism - a tendency to experience unpleasant emotions easily, such as anger, anxiety, depression; sometimes called emotional instability. Sample Neuroticism items I am easily disturbed. I change my mood a lot. I get irritated easily. I get stressed out easily. I get upset easily. I have frequent mood swings.

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3. What are the 6 personality types identified by Holland ?

1. Realistic (Doer) Prefers physical activities that require skill, strength, and coordination. Traits include genuine, stable, conforming, and practical. Example professions include architect, farmer, and engineer. 2. Investigative (Thinker) Prefers working with theory and information, thinking, organizing, and understanding. Traits include: analytical, curious, and independent. Example professions include lawyer, mathematician, and professor.

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3. Artistic (Creator) Prefers creative, original, and unsystematic activities that allow creative expression. Traits include: imaginative, disorderly, idealistic, emotional, and impractical. Example professions include: artist, musician, and writer. 4. Social (Helper) Prefers activities that involve helping, healing, or developing others. Traits include cooperative, friendly, sociable, and understanding. Example professions include counselor, doctor, and teacher. 5. Enterprising (Persuader) Prefers competitive environments, leadership, influence, selling, and status. Traits include ambitious, domineering, energetic, and self-confident. Example professions include Management, Marketing, and Sales Person. 6. Conventional (Organizer) Prefers precise, rule-regulated, orderly, and unambiguous activities. Traits include conforming, efficient, practical, unimaginative, and inflexible. Example professions include accountant, clerk and editor.

4. Heredity determines personality Build an argument for and against the statement. Traits are a distinguishing quality or characteristic, belonging to one person. Passing of traits from parents to child is called heredity, it includes physical and biological attributes. Personality is defined as the sum total of ways in which an individual reacts and interacts with others; they are also measurable traits of a person. Behavioral and cognitive theories suggest that personality is the result of interaction between the individual and his environment. If we put them in numbers according to researchers, personality is 40% genetic, 25% environment and 35% non-shared environment factors. Example: The 350 pairs of twins studied included some who were raised apart. Among these separately reared twins were 44 pairs of identical twins and 21 pairs of fraternal twins. Comparing twins raised separately with those raised in the same home allows researchers to determine the relative importance of heredity and of environment in their development. Although some twins go out of their way to emphasize differences between them, in general identical twins are very much alike in personality. Among traits found most strongly determined by heredity were leadership and surprisingly, obedience to authority For example ''When I work with others, I like to take charge'' is an indication of the trait called leadership and extroversion is the inherited trait that build this quality. Similarly if your muscle build up is good (genetic) you may be very fitness or adventurous person (personality)

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Thus personality of an individual is mix of both inherited factors and learning and environmental factors but heredity plays a bigger role in determining those traits which affect our personality and our perception and how we perceive things and learn them.

5. Why managers today pay more attention to person-organization fit than to person-job fit?

6. Contrast between emotions felt Vs emotions displayed

Emotions are intense feelings that are directed at someone or something. They control your thinking, behavior and actions. Emotions affect your physical bodies as much as your body affects your feelings and thinking. Emotions give a way to moods. Eg: If someone is rude to you, you tend to get angry. They are reactions to how a person is made to feel. Emotions are caused by specific events, clearly revealed and are more action oriented. Emotions felt versus displayed are factors of emotional labor (expression of organization desired emotions during interactions). Felt emotions are individuals actual emotions and displayed emotions in contrast are the emotions that are appropriate to show that an organization requires. How we experience emotion is not exactly hoe we show it. Example: If a salesperson has had a fight with his boss, but on field he will be smiling and selling the product, if he does not do so he may not last long in that job.

7) Cognitive dissonance, its affect on organization.

People tend to seek consistency in their beliefs and perceptions. So what happens when one of our beliefs conflicts with another previously held belief? The term cognitive dissonance is used to describe the feeling of discomfort that results from holding two conflicting beliefs. When there is a discrepancy between beliefs and behaviors, something must change in order to eliminate or reduce the dissonance. Or Cognitive dissonance refers to a situation involving conflicting attitudes, beliefs or behaviors. This produces a feeling of discomfortleading to an alteration in one of the attitudes, beliefs or behaviors to reduce the discomfort and restore balance etc.

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For example, when people smoke (behavior) and they know that smoking causes cancer (cognition).

8.Define Values, values across cultures and attitude surveys Value: Values are related to personality, but they are not the same as personality.
Values deal with beliefs rather than behaviors. Values can be defined as broad preference concerning appropriate courses of action or outcomes. As such, values reflect a person's sense of right and wrong or what "ought" to be. "Equal rights for all", "Excellence deserves admiration", and "People should be treated with respect and dignity" are representative of values. Values tend to influence attitudes and behavior.

Values Across Cultures. There are two main frameworks that can be used to better understand the differences in cultures and thereby better predict behavior of employees from those cultures. 1. Hofstedes Framework for Assessing Cultures. Examines five value dimensions of national culture. While there are many criticisms of this framework, it is one of the most widely read and accepted in OB. a.Power Distance. The degree to which people accept that power in institutions and organizations is distributed unequally. High power distance means that great inequities in power and wealth are tolerated. Low power distance cultures stress equality and upward opportunities. b. Individualism/Collectivism. Individualistic cultures primarily value the individual while in collective societies; the group is the dominant value.

2. Global Leadership and Organizational Behavior

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Effectiveness (GLOBE) Framework for Assessing Cultures. A relatively recent program of research, this framework uses nine dimensions of national culture. It can be seen as an extension of Hofstedes framework. a. Assertiveness. The extent to which people are encouraged to be tough, confrontational, assertive, and competitive. b. Future Orientation. The extent to which future-oriented behaviors are encouraged and rewarded. (Equivalent to Hofstedes long-term/short-term orientation.) c. Gender Differentiation. The extent to which society maximizes gender differences. (Equivalent to Hofstedes masculine/feminine.)

Attitudes Surveys:
It is eliciting responses from employees through questionnaires about how they feel about their jobs, work groups, supervisors, and the organization. Typically attitude surveys present the employee with a set of statements or questions. Ideally, the items will be tailor-made to obtain the specific information that management desires. An attitude score is achieved by summing up responses to the individual questionnaire items. These scores can be then being averaged for work groups, department, divisions or the organizations as whole. Surveys have been used over the last three decades to measure attitudes such as job satisfaction, climate, leadership, teamwork, and commitment. As a result, a number of surveys have reasonable national averages that can be used to compare against organizations results. Using attitude surveys on a regular basis provides managers with valuable feedback on how employees perceive their working conditions. Policies and practices that management views as objectives and fair may be seen as inequitable by employees in general. Such type of things can be gathered by conducting attitudes surveys.

9) Define attitude and types of attitude.

Attitudes can be defined as an individuals feelings about or inclinations towards other persons, objects, events, or activities.

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Attitude are evaluative statements either favourable or unfavourable concerning objects, people, or events. They reflect how one feels about something.

Types of attitude
Individuals possess hundreds of attitudes which are mainly three: job satisfaction, involvement and organizational commitment Job involvement job involvement measures the degree to which a person identifies himself psychologically with his job and considers his perceived performance level important to self-worth.the level of the involvement of the worker towards his job should be kept at high, in case if it is low the reason for the same should be analyzed. The reasons for the low commitment could be exhaustion, routine activities without any excitement and motivation, low salary etc. Organizational commitment Organization commitment is defined as a state in which an employee identifies with a particular organization and its goals, and wishes to maintain membership in the organization. It depicts the level of attachment of the individual towards the organization people who are less committed to the organization feel that they are like the outsiders. Individuals who are more committed have e a we feeling and they consider themselves as the partners of the company. Organisations that have employees who are committed have greater productivity. Research works suggest that Japanese workers are more committed than the U.S. workers.

Job satisfaction Describes how content an individual is with his /her job. The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation or aptitude, although it is clearly linked.

PERSONALITY: Personality is made up the characteristic patterns of thoughts, feelings, attitudes, perception, and behaviors that make a person unique Myers-Briggs Dichotomies Four dichotomies Extraversion / Introversion (E/I) Sensing / Intuition (S/N)

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Thinking / Feeling (T/F) Judging / Perceiving (J/P) 1) Extraversion Draw energy from action. Tend to act first, then reflect and then act again. Energy level tends to drop when not engaged in an activity. Often define oneself in terms of externals. Are influenced by, and often gauge worth by the expectations and attention of others. Straightforward, understandable, accessible but may not recognize ones own needs. 2) Introversion Prefer to reflect before acting. Tend to consider their own viewpoint the arbiter of reality and define externals in terms of it. May defend themselves against the expectations and attention of others. Are reserved, complex and private. Are usually self-aware but may not realize their effect on others. 3) Sensing Focus on objective facts and circumstances as perceived by the senses (seeing, feeling, hearing). Excellent powers of observation. Deal with how things are rather than on how they could be. Prefer clear, tangible data. Pragmatic, precise with emphasis on utility and literal interpretation. Need to grasp all the facts before attempting to understand. Have difficulty believing or relying on something without sensory evidence. Will rely on past experience when solving problems. 4) Intuition An appreciation for the larger picture or underlying pattern, beyond the reach of the senses. Vivid powers of imagination. Focus more on how things could be rather than how they are. Are often fascinated with the unknown, hidden, and unseen.

5) Thinking The ability to make decisions impersonally, based on logic and analysis. Are interested in how things work. Have an ability to anticipate and plan for obstacles realistically. Decisions made based on how people might feel rather than on the facts of a situation make no sense to them. 6) Feeling The ability to make decisions personally, based on shared values and relationships. A genuine interest in how people feel. Rely on consensus, morality, mercy and loyalty. Prioritize social obligation, empathy, and responsibility to others. The ability to anticipate peoples needs and reactions. Can feel that those who make decisions based on the facts of a situation rather than on how people are going to feel about their decision to be insensitive, cold, and even cruel. 7) Judging Prefer matters to be decided. Plan and organize to minimize the chance

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of the unexpected happening. Do not like surprises. Are consistent, reliable, and punctual. 8) Perceiving Prefer to respond to lifes events rather than plan them. Can be very good in crises situations but struggle with medium and long term planning. Rely on the creative problem solving and resist structure. Are curious and adaptable but many not follow through or stick to a plan very long. Often feel that they do not have enough information to make a decision and will often revise a decision based on new information. Are it depends people.