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Lecture 3 Slides

Organizational behavior

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27 views21 pages

Lecture 3 Slides

Organizational behavior

Uploaded by

1175469550
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Job Satisfaction & Other

Work-Related Attitudinal
Concepts
MMIB8003
Organisational Behaviour

MGMT8003 1
https://encryptedbn0.gstatic.com/images?q=tbn:ANd9GcSd8GgDTxWtGThAupqEZTASr08aPvx
QYvg5Zf1aW-7Zj5yqNgUv2ydYqO7RDvLOaTo2k-o&usqp=CAU
What are attitudes?
• Attitudes are evaluative statements
• both positive and negative
• which reflect how we feel about something.
• Attitudes are important in organisations for their behavioural
component.

MGMT8003 2
Attitudes
• The main components of attitudes [Electric Vehicle]
• Cognitive component [Evs are quiet & smooth to drive]
• Affective component [l like Evs; EVs are fun to drive]
• Behavioural component [I intend to buy an EV]

MGMT8003 3
Attitudes and behaviour
• Generally positive relationship
• Moderating variables
• importance of the attitude
• its correspondence to behaviour
• its accessibility
• the presence of social pressures
• whether a person has direct experience with the attitude
• control over the situation

• Cognitive dissonance: incompatibility between two or more attitudes or


between behaviour and attitudes

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Theory of Planned Behaviour (Ajzen, 1991)
Ajzen, I. (1991). The theory of planned behavior. Organizational Behavior and Human Decision Processes, 50(2), 179–211.
doi:10.1016/0749-5978(91)90020-T

MGMT8003 5
Job satisfaction
• Measuring job satisfaction
• Single global rating
• Summation of job facets
• How satisfied are people with their jobs?
• General research of Australian workers over the past 30 years generally
indicates that more workers are satisfied with their jobs than are not.
• Workers tend to be least satisfied with pay and promotion opportunities.

MGMT8003 6
7

Exhibit 3.3
Average job satisfaction levels by facet

MGMT8003
What causes job satisfaction?
• Job conditions
• Personality
• People who have a positive core self-evaluation (CSE) are
more satisfied with their jobs than people with negative CSEs.
• Pay
• Corporate social responsibility (CSR)

MGMT8003 8
Outcomes of job satisfaction
• Job performance
• Organisational citizenship behaviours (OCB)
• Customer satisfaction
• Life satisfaction

MGMT8003 9
The impact of job dissatisfaction (1 of 2)

• Exit
• Voice
• Loyalty
• Neglect

MGMT8003 10
11

Exhibit 3.6
Responses to dissatisfaction

MGMT8003
The impact of job dissatisfaction (2 of 2)

• Counterproductive work behaviour (CWB)


• Absenteeism
• Turnover
• Managers often ‘don’t get it’
• Job satisfaction can affect the bottom line
• Regular surveys can reduce gaps between what managers
think employees feel and what they really feel.

MGMT8003 12
Organisational Commitment

• A wish to remain / be part of the organisation


• Three components of commitment (Meyer & Allen, 1991):
• Affective Commitment – I like
• Normative Commitment – I should
• Continuance Commitment – I don’t have a choice

MGMT8003 13
Job Involvement

• Identify with job


• Perceive central to their self-worth

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Perceived Organisational Support

• “organization values their contributions and cares about their well-


being.” (Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: a review of the literature. Journal of applied
psychology, 87(4), 698-714; p. 698)

• Positive outcomes – enhanced performance & loyalty


• Social exchange theory; norm of reciprocity (Blau, 1964; Gouldner,
1960)

MGMT8003 15
Organisational Identification

• Identity: Who am I?
• Identification: “perception of oneness”
• Organisational identification: “perception of oneness with the
organisation”
• Positive outcomes: self-sacrificing behaviours / defend the org
• Ashforth, B. E., Harrison, S. H., & Corley, K. G. (2008). Identification in organizations: An examination of four fundamental questions. Journal of
management, 34(3), 325-374.

MGMT8003 16
Measure of org identification (Shamir & Kark, 2004)

MGMT8003 17
Employee Engagement

• “People exhibit engagement when they become physically involved in


tasks, whether alone or with others;
• are cognitively vigilant, focused, and attentive;
• and are emotionally connected to their work and to others in the
service of their work” (Rich et al, 2010, p. 619)
• "hands, head, & heart” (Rich et al, 2010, p. 619)
• https://www.npr.org/2023/01/25/1150816271/employee-
engagement-gallup-survey-workers-hybrid-remote

MGMT8003 18
Employee Exit

• Unfolding model of turnover


• Dissatisfaction vs shocks

MGMT8003 19
MGMT8003 20
Kulik, Treuren, & Bordia, 2012
Psychological Contract

• Beliefs about mutual exchange: contributions & inducements


• Formed based on actual or perceived promises
• Psychological contract breach: a perception that promises have been
broken
• Psychological contract violation: emotional reaction (anger,
frustration)
• Breach – negative outcomes (low job perf, citizenship beh, CWB, exit)

MGMT8003 21

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