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Organizational Behavior
14th Edition
Kelli J. Schutte
William Jewell College Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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GOOGLE
UNLIMITED FOOD Huge gym On site car wash Free check ups Free dental Child care Free transportation Life insurance 25 holidays 6 years &more Take out meals, tuition reimbursement ,$2000 bonus 1 year
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
attitude
Evaluative statements favorable /unfavorable about people, events, objects How we feel about others Likes , dislikes about job Main components of attitudes: Cognition, affect , behavior
My appraisal rating (PA) is low I hate my supervisor I want to quit this job
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
Attitudes
Evaluative statements or judgments concerning objects, people, or events Three components of an attitude:
Affective
Cognitive
Behavioral
Attitude
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
These components are closely related Attitudes are important for their behavioral component
Positive attitude Behavior follows attitude
These illustrate the effects of cognitive dissonance Cognitive dissonance is an uncomfortable feeling caused by holding two contradictory ideas simultaneously Attitude following behavior
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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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
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Has some relation to performance, especially for new employees. Less important now than in the past now perhaps more of an occupational commitment, loyalty to profession rather than a given employer.
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Employee Engagement
The degree of involvement with, satisfaction with, and enthusiasm for the job. Engaged employees are passionate about their work and company.
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Job Satisfaction
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) Summation score (many questions/one average)
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See E X H I B I T 33 Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Voice
Active and constructive attempts to improve conditions
Destructive
Neglect
Allowing conditions to worsen
Constructive
Loyalty
Passively waiting for conditions to improve
Passive
See E X H I B I T 34 Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Customer Satisfaction
Satisfied frontline employees increase customer satisfaction and loyalty.
Absenteeism
Satisfied employees are moderately less likely to miss work. Copyright 2012 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Workplace Deviance
Dissatisfied workers are more likely to unionize, abuse substances, steal, be tardy, and withdraw.
Despite the overwhelming evidence of the impact of job satisfaction on the bottom line, most managers are either unconcerned about or overestimate worker satisfaction.
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Global Implications
Are Employees in Some Cultures More Satisfied With Their Jobs?
According to some studies, Western workers appear to be more satisfied than those in Eastern cultures. This may be because Westerners emphasize positive emotions and individual happiness more than do those in Eastern cultures. Another study showed that Indian employees rated their satisfaction higher than other employees in the Asia-Pacific region.
See E X H I B I T 35
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Managers should try to increase job satisfaction and generate positive job attitudes
Reduces costs by lowering turnover, absenteeism, tardiness, theft, and increasing OCB
Focus on the intrinsic parts of the job: make work challenging and interesting
Pay is not enough
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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