Robbins & Judge

Organizational Behavior
 Dependent
Variables (Y)
Three Levels

Independent
Variables (X)

Copyright © 2011 Pearson Education, Inc. publishing

as Prentice Hall
 Everybody brings differences to an organization where
they work. These differences can create energy and
excitement in the workplace, but they can also cause
conflict.

 Individual differences affect employee performance and

satisfaction

 People ~ Job fit and People ~ Organization fit

 Managers should consider individual differences in order

to manage employee performance effectively

7
Surface-level diversity
(easily observed such as race, gender, age etc.)

Deep-level diversity
(the aspects that are more difficult to see at first glance such as
values, personality, and work preferences.)

Diversity
Management
 Age

Biographical
Gender Tenure
Characteristics
Objective and
easily obtained Should not be
personal used in
characteristics. Race management
decisions:
possible source of
bias.
An individual’s capacity to perform the
various tasks in a job.

◦ Intellectual Abilities
 The abilities needed to perform mental activities ~
thinking, reasoning, problem solving

◦ Physical Abilities
 The capacity to do tasks demanding stamina,
dexterity, strength, and similar characteristics.
Any relatively permanent change in behavior
that occurs as a result of experience
Learning components:

Is Is Acquired
Involves
Relatively Through
Change
Permanent Experience
UNDERLYING CHARACTERISTIC
Knowledge
Skills
HARD COMPETENCY

ICEBERG MODEL

SOFT COMPETENCY

Self Concept
Traits
Motives
◦ Ability
 Directly influences employees level of performance.
 Managers need to focus on ability in selection,
promotion, and transfer.
 Fine-tune job to fit incumbent’s abilities.
◦ Biographical Characteristics
 Should not be used in management decisions: possible
source of bias.
◦ Learning
 Observable change in behavior = learning.
 Reinforcement works better than punishment.
Robbins & Judge
Organizational Behavior
 Evaluative statements or judgments concerning
objects, people, or events.

Three components of an attitude:

The emotional or
Affective
Cognitive
feeling segment
of an attitude
The opinion or
belief segment Behavioral

of an attitude
An intention to
behave in a certain
way toward someone
or something
Attitude
◦ Important attitudes have a strong
relationship to behavior.
◦ The closer the match between attitude
and behavior, the stronger the
relationship:
◦ The more frequently expressed an
attitude, the better predictor it is.
◦ High social pressures reduce the
relationship and may cause
dissonance.
◦ Attitudes based on personal
experience are stronger predictors.
 Leon Festinger – No, the reverse is sometimes true!
 Cognitive Dissonance: Any incompatibility between
two or more attitudes or between behavior and
attitudes
◦ Individuals seek to reduce this uncomfortable gap, or
dissonance, to reach stability and consistency
◦ Consistency is achieved by changing the attitudes,
modifying the behaviors, or through rationalization
◦ Desire to reduce dissonance depends on:
 Importance of elements
 Degree of individual influence
 Rewards involved in dissonance
 Degree to which employees believe the
organization values their contribution and
Perceived cares about their well-being.
Organizational
Support

Organizational Employee
Commitment Engagement

Identifying with a particular

organization and its goals, while
Major The degree of involvement with,
satisfaction with, and enthusiasm for

Job
wishing to maintain membership the job.
in the organization.

Psychological
Attitudes Job
A positive feeling about
the job resulting from an
evaluation of its
characteristics
Empowerment Satisfaction

Belief in the degree of influence

over the job, competence, job
meaningfulness, and autonomy Job
Involvement Degree of psychological identification
with the job where perceived
Copyright © 2011 Pearson Education, Inc. publishing as Prentice performance is important to self-worth
Hall
 A positive feeling about the job resulting from an
evaluation of its characteristics

44
Source: CPRN-Ekos Changing Employment Relationships Survey 2000 (n 2000). Reprinted by permission of Canadian Policy
Research Networks Inc.
 1 • Leadership

2 • Recruitment & Selection

3 • Training & Development

4 • Career

5 • Personal Policies & Procedure

Causes of 6 • Remuneration & Reward
Employee
Satisfaction 7 • Working Relationship

8 • Organization Structure and Job design

9 • Communication

10 • Quality of work life

11 • Job interest & challenges

12 • Job Security

13 • Managements Credibility

Copyright 2010; Divisi Riset PPM

Manajemen 46
 Importance Rates of Satisfaction Factors

Working relationship 8.80%

Quality of work life 8.07%

Communication 7.62%

Advancement/mobility 7.41%

Reward and satisfaction 7.07%

Personal development 6.58%

Degree of responsibility 6.55%

Standard of excellence 6.25%

Job security 6.24%

Management’s credibility 6.18%

Organization structure and job design 6.06%

Personnel policies and procedure 5.93%

Self confidence 5.92%

Job interest & challenges 5.76%

Clarity of goals 5.57%

Copyrights © 2008, PPM

Management Research
 Active

Exit Voice
•Behavior directed •Active and
toward leaving the constructive
organization attempts to
improve
conditions

Destructive Constructive
Neglect Loyalty
•Allowing •Passively waiting
conditions to for conditions to
worsen improve

Passive
 Job Performance
◦ Satisfied workers are more productive AND
more productive workers are more satisfied!
◦ The causality may run both ways.
 Organizational Citizenship Behaviors
◦ Satisfaction influences OCB through
perceptions of fairness.
 Customer Satisfaction
◦ Satisfied frontline employees increase
customer satisfaction and loyalty.
 Absenteeism
◦ Satisfied employees are moderately less
likely to miss work.
 Turnover
◦ Satisfied employees are less likely to quit.
◦ Many moderating variables in this relationship.
 Economic environment and tenure
 Organizational actions taken to retain high performers
and to weed out lower performers
 Workplace Deviance
◦ Dissatisfied workers are more likely to unionize,
abuse substances, steal, be tardy, and withdraw.
 Triggers of
Disengagement

Employee
Satisfaction

Employee
Engagement
No. Faktor *)
1 Penawaran pekerjaan dari luar yang tidak terduga
2 Diminta melakukan tindakan unethical
3 Mendapatkan atasan baru yang tidak disukai
4 Kurang didukung oleh rekan sekerja
Sulit mendapat ijin untuk kepentingan pribadi yang
5
mendesak
6 Ditugaskan ke daerah yang baru
7 Dimarahi oleh atasan
8 Perbedaan pendapat dengan atasan
9 Terlewati oleh orang lain pada promosi jabatan
10 Tidak menyangka dinilai berkinerja rendah
11 Konflik dengan rekan kerja
*) Sumber: Leigh Branham (2005)
12 Kenaikan gaji rendah
Copyrights © 2008 Divisi Riset,
PPM Manajemen
 12 Pernyataan Untuk Mengukur Employee Engagement*:

1. Saya selalu membicarakan mengenai perusahaan kepada teman-teman saya.

2. Saya akan senang untuk teman-teman dan keluarga menggunakan produk
/layanan perusahaan saya.
3. Perusahaan ini dikenal sebagai perusahaan yang baik.
4. Perusahaan ini memiliki reputasi yang baik.
5. Saya bangga mengatakan kepada orang lain, saya adalah karyawan dari
perusahaan ini.
6. Perusahaan ini memberi inspirasi saya dalam melakukan kinerja yang terbaik.
7. Saya menemukan bahwa nilai-nilai yang saya yakini mirip dengan organisasi.
8. Saya selalu melakukan lebih daripada yang diinginkan perusahaan.
9. Saya akan membantu orang lain dalam perusahaan ini.
10. Saya akan terus mengikuti perkembangan daerah saya.
11. Saya secara sukarela melakukan hal-hal di luar pekerjaan saya yang
berkontribusi terhadap tujuan organisasi.
12. Saya sering memberikan saran-saran untuk meningkatkan kerja tim saya.
*) adopted from Towers Perrin (2003) & Robinson (2004)

Copyright 2009; Divisi Riset PPM

Manajemen
 Managers should watch employee attitudes:

 Managers should try to increase job

satisfaction and generate positive job
attitudes

 Focus on the intrinsic parts of the job: make

work challenging and interesting