Robbins & Judge

Organizational Behavior
 After studying this chapter, you should be
able to:
◦ Define the three components of an attitude.
◦ Summarize the relationship between attitudes and
behavior.
◦ Compare and contrast the major job attitudes.
◦ Define job satisfaction and show how it can be
measured.
◦ Summarize the main causes of job satisfaction.
◦ Identify four employee responses to dissatisfaction.

3-1
 The action or reaction of something under
specified circumstances

 The way how people act as individual and as

groups

2
 Organizational Behavior
A field of study that investigates
the impact that individuals, groups,
and structure have on behavior
within organizations, for the
purpose of applying such
knowledge toward improving an
organization’s effectiveness.

The study of what people think,

feel, and do in and around
organizations
 Organizational behavior offers specific insights to
improve a manager’s people skills.

 It can improve quality and employee productivity by

showing managers how to empower their people, and
help employees balance work–life conflicts.
 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

5
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
 Dependent
Variables (Y)
Three Levels

Independent
Variables (X)

Copyright © 2011 Pearson Education, Inc. publishing

as Prentice Hall
 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.
 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.
Identifying with a particular Organizational
organization and its goals, while
Support
wishing to maintain membership
in the organization.

Organizational Employee

Major
Commitment Engagement

The degree of involvement with,

satisfaction with, and enthusiasm for

Job
the job.

Belief in the degree of influence

Attitudes
over the job, competence, job
meaningfulness, and autonomy A positive feeling about
the job resulting from an
Psychological Job evaluation of its
characteristics
Empowerment Satisfaction

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
 Job Satisfaction
◦ A positive feeling about the job
resulting from an evaluation of
its characteristics
 Job Involvement
◦ Degree of psychological
identification with the job where
perceived performance is
important to self-worth
 Psychological Empowerment
◦ Belief in the degree of influence
over the job, competence, job
meaningfulness, and autonomy
 Organizational Commitment
◦ Identifying with a particular organization and its goals,
while wishing to maintain membership in the
organization.
◦ Three dimensions:
 Affective – emotional attachment to organization
 Continuance Commitment – economic value of staying
 Normative - moral or ethical obligations
◦ Has some relation to performance, especially for new
employees.
◦ Less important now than in past – now perhaps more of
occupational commitment, loyalty to profession rather
than a given employer.
 Perceived Organizational Support (POS)
◦ Degree to which employees believe the organization
values their contribution and cares about their well-
being.
◦ Higher when rewards are fair, employees are involved in
decision-making, and supervisors are seen as
supportive.
◦ High POS is related to higher performance.
 Employee Engagement
◦ The degree of involvement with, satisfaction with, and
enthusiasm for the job.
◦ Engaged employees are passionate about their work and
company.
  No: these attitudes
are highly related.
 Variables may be
redundant
(measuring the
same thing under a
different name)
 While there is some
distinction, there is
also a lot of
overlap.
Be patient, OB researchers are working on it!

3-16
 A positive feeling about the job resulting from an
evaluation of its characteristics

17
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 19
 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
CHCD-Indonesian Millennials Study
2017 11/27/2018 21
 CHCD-Indonesian Millennials Study 2017

PURPOSE OF LIFE TECH-SAVVY

POSITIVE
OPEN-MIND

HIGH
SELF EFFICACY

RELATIONSHIP BUILDER

22
 CHCD-Indonesian Millennials Study 2017
Social responsibility 98,7
Chance to learn 95,2
Fairness 91,1
Company policy 87,5
Supervisor support 70,2
Career 68,4
Job security 67,9
Opportunity 60,8
Flexibility time and place 60,3
Learning facility 60,1
Works site situation 58,8
Job clarity 57,8
Non-financial reward 54,3
Technology adoption 54
Feedback 53
Align value 52,3
Customer Intimacy 51,9
Responsibility 50,3
Relationship among employees 43,2
Standard procedure 32,1
Prestige 26,8
Job authority 23,1
Financial reward 22,8

23
 Kompensasi finansial

48,8

Keseimbangan hidup dan

Lingkungan kerja
kerja
50,7
39,4

23,8
31,1

Manajemen dan
Sifat pekerjaan
kepemimpinan

CHCD-Indonesian Millennials Study

2017 11/27/2018 24
 Promosi jabatan 87%

Perjalanan ibadah dan

wisata
87%

Tunjangan kesehatan 77%

Tunjangan kendaraan 70%

KPR 69%

Training berbayar 66%

Memperluas tempat kerja

dan fasilitas kerja
57%

Jadwal kerja fleksibel 57%

Kesempatan untuk
memimpin tim dan proyek
57%

Kesempatan memilih
pekerjaan yang disenangi
56%

25
 Personality can influence job
satisfaction.
◦ Negative people are usually not satisfied
with their jobs.
◦ Those with positive core self-evaluation
are more satisfied with their jobs.
 One of the primary job attitudes measured.
◦ Broad term involving a complex individual summation of
a number of discrete job elements.
 How to measure?
◦ Single global rating (one question/one answer) - Best
◦ Summation score (many questions/one average) - OK
 Are people satisfied in their jobs?
◦ In the U. S., yes, but the level appears to be dropping.
◦ Results depend on how job satisfaction is measured.
◦ Pay and promotion are the most problematic elements.
 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

Keterangan:
• Karyawan yang memiliki tingkat kepuasan tinggi
terhadap pekerjaan dan perusahaannya akan memliki
loyalitas yang tinggi juga.
• Tetapi terkadang ada hal-hal yang membuat karyawan
disengage terhadap perusahaan sehingga Employee
Engagement
mempengaruhi tingkat kepuasan dengan tingkat
loyalitas karyawan.
 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
Committed
Human SPIRITUAL COMMITMENT
Energy

INTELLECTUAL COMMITMENT and

EMOTIONAL COMMITMENT

INTELLECTUAL COMMITMENT or
EMOTIONAL COMMITMENT

POLITICAL COMMITMENT
 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
 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