chapter 3 ob

8/17/2019 Chapter 3 OB

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Copyright © 2017 Pearson Education, Inc.

Exercise: Chapter 1

1. Which of the following functions do managers undertake as

part of planning functions?

A) defining an organization's goals

B) implementing strategies for achieving goals

C) eecuting plans to integrate activities

!) accomplishing goals of a pro"ect

#) emplo$ing strategies to coordinate tasks

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&. According to enr$ (intzerg* a factor$ supervisor giving a

group of high school students a tour of the plant ma$ e

termed as a ++++++++.

A) leader

B) figurehead

C) resource allocator

!) negotiator

#) disturance handler

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,. -he ailit$ to understand* communicate with* motivate* and

support other people* oth individuall$ and in groups* ma$ e

defined as ++++++++.

A) anal$tical skills

B) technical skills

C) conceptual skills

!) cognitive skills

#) human skills

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. According to /red 0uthans and his associates* managers

involved in traditional management activities undertook

which of the following tasks?

A) motivating

B) socializing

C) decision making

!) training

#) politicking

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. 2n order to predict human behavior * it is est to

supplement intuitive opinions with information derived from

++++++++.

A) common sense

B) direct oservation

C) s$stematic stud$

!) speculation

#) organizational theor$

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3. Which of the following is the ma"or challenge for managers

in a full$ netor!ed organi"ation?

A) eliminating the need for paper communication $ rel$ing

entirel$ on e%mail* file transfers* and the like

B) retaining team memers who can easil$ move to another

emplo$er when demand for their services changes

C) managing contract and temporar$ workers

!) managing people who work together ut are geographicall$

separated#) maintaining a 4virtual office4 through the use of computers*

interoffice networks* and the 2nternet

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Attitudesand

Job Satisfaction

Dr. Ong Lin Dar




Learning Objectives

Contrast the three components of an attitude.

5ummarize the relationship etween attitudes

and ehavior.

Compare the ma"or "o attitudes.!efine job satisfaction.

5ummarize the main causes of "o satisfaction.

2dentif$ the outcomes of "o satisfaction.2dentif$ four emplo$ee responses to

dissatisfaction.

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o! "uch do #ou$no! about attitudes%

1. -he three components of an attitude are cognition* affect*

and ehavior.

A) -rue

B) /alse

&. An$ incompatibility etween two or more attitudes or

etween ehavior and attitudes results in ++++++++.

A) organizational dissonance

B) cognitive dissonance

C) attitudinal clarification

!) positivit$ offset

#) affective reactance

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,. -he degree to which a person identifies with his or her "o* activel$

participates in it* and considers his or her performance as eing important

to self%worth is referred to as ++++++++.

A) emotional contagionB) emotional dissonance

C) "o stailit$

!) "o involvement

#) direct action

. 8o conditions9especiall$ the intrinsic nature of the work itself* social

interactions* and supervision9are important predictors of #ob satis$action.

A) -rue

B) /alse

. :eople who have positive core sel$%evaluations ;C5#s)9who elieve

in their inner worth and asic competence9are more satisfied with their

"os than people with negative C5#s.

A) -rue

B) /alse 1%1<



Copyright © 2017 Pearson Education, Inc. 1%11

Why people think, feel andbehave dierently?

Individual dierences have a direct eect on behavior,and consequently, individual and organizational

success.

People with dierent personalities interact dierentlywith bosses, coworkers, subordinates, and custo!ers.

Individual dierences, for e"a!ple, help e"plain whyso!e people will be productive only if they are closelysupervised, while others will be productive if they arenot.




#ach person is different from ever$ other individual in man$

aspects.

A manager needs to ask how such differences influence the

ehavior and performance of emplo$ees.

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t t t &




ontrast t e & reeCo"ponents of an

Attitude &ttitudes are evaluative statements9either favorable or unfavorable9

aout o"ects* people* or events.

-he$ reflect how we feel aout something.

'igni$icant people in a person=s life ;parents* friends* and memersof social and work groups) strongl$ influence attitude formation.

5ome evidence points to genetic in$luences on attitudes that peopledevelop.

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Co"ponents ofAttitudes

:eople often think of attitudes as a simple concept* ut in

realit$ attitudes and their effects on ehavior can e

etremel$ comple.

An attitude consists of> a cognitive component %the belief in the wa$ things are.

an a$$ective component %the emotions or feelings aout some

person* idea* event* or o"ect.

a behavioral component %the intention to behave in a certain

wa$ toward someone or something.

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on ras e reeCo"ponents of an

Attitude

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Which of the following statements is an eample of the

behavioral component of an attitude?

A. 2 am thrilled to know that the human resource department

is looking for a climate campaigner.

B. -he position of a climate campaigner will allow me to

eplore m$ skills as a campaigner.

C. 2 have decided to appl$ for the position of a campaigner in

the climate department.

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#arl$ research assumed that attitudes were

causall$ related to ehavior.

-he attitudes that people hold determine what

the$ do.

2n the 173<s* 0eon /estinger argued thatattitudes follow ehavior.

/estinger proposed that cases of attitude

following ehavior illustrate the effects ofcognitive dissonance.

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Cognitive Dissonance

Cognitive (issonance> A state of aniet$ that occurswhen an individual=s eliefs* feelings and ehaviors are

inconsistent with one another.

2ndividuals seek to reduce this uncomfortale gap* or

dissonance* to reach stailit$ and consistenc$.

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o! do !e reducecognitive dissonance%

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Change the

behavior

Deve'op

rationa'i(ation




)ajor Job Attitudes

We have thousands of attitudes* ut @B focuses on a ver$

limited numer that form positive or negative evaluations

emplo$ees hold aout their work environments.

(uch of the research has looked at three attitudes>

#ob satis$action

#ob involvement

organi"ational commitment

@ther important attitudes include perceived organizationalsupport and emplo$ee engagement.

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Co"pare the )ajor JobAttitudes)ob 'atis$action A positive $eeling about the #ob resulting from an evaluation of its

characteristics ; pay, work itself, promotion opportunities, co-workers, and job security ).

)ob Involvement -he degree to which a person identifies with a #ob* activel$

participates in it* and considers performance important to self%

worth.

#.g.* An emplo$ee activel$ takes part in team activities and

proactivel$ takes up additional "o responsiilities.

Psychological Empoermentemplo$ees= eliefs in the degree to which the$ influence their

work environment* their competencies* the meaningfulness of

their "o* and their perceived autonom$. ,%&1




Co"pare the )ajor JobAttitudes*rgani"ational Commitment

A state in which an emplo$ee identifies with a

particular organi"ation and its goals and wishing to

maintain memership in the organization.

#mplo$ees who are committed will e less likel$ touit even if the$ are dissatisfied* ecause the$ have a

feeling of loyalty to the organization.

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O i i '




Organi(ationa'Co""it"ent

&$$ective commitment ;wants to sta$)

#motional attachment to* identification with* and involvement in

an organization

Continuance commitment ;need to sta$)

Calculative attachment sta$ ecause too costl$ to uit

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Co"pare the )ajor JobAttitudesPerceived *rgani"ational 'upport +P*'

!egree to which emplo$ees elieve the

organi"ation values their contribution and

cares aout their well%eing.

-he perception of fairness is a ke$ factor in

determining the willingness of emplo$ees to work

hard for the organization.

igher when rewards are fair* emplo$ees areinvolved in decision making* and supervisors are

seen as supportive.

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C h j b




Co"pare the )ajor JobAttitudes

#ilian works for a global wo!en$s rights organization. In the pastfew !onths, she has traveled across the globe for the ca!paignshe was working on.

In addition, she has been working weekends to !eet ca!paign!ilestones.

%he has now decided to take a !onth$s holiday to rela" and get a!uchneeded break. %he knows that the organization willunderstand her need for a long holiday.

Which of the following best represents #ilian$s feeling?

&' low e!ployee engage!ent

(' high perceived organizational support

)' low organizational co!!it!ent

*' low +ob involve!ent

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Co"pare the )ajor JobAttitudesEmployee Engagement

#mplo$ee engagement goes e$ond "ust "o

satisfaction.

2t also includes involvement and enthusiasm for the

"o.

ighl$ engaged emplo$ees have a passion for their

work and feel a deep connection to their company.

!isengaged emplo$ees have essentiall$ checked out

putting time ut not energ$ or attention into their

work.

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Co"pare the )ajor JobAttitudes

Are these "o attitudes reall$ all that distinct? o* these attitudes are highl$ relatedD and while there

is some distinction* there is also a lot of overlap that

ma$ cause confusion.

/or eample* if a worker has higher "o satisfaction*

he or she tends to e more engaged and show a

stronger commitment to the organization.

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De*ne Job Satisfaction

8o 5atisfaction

A positive feeling aout a "o.

ow satisfied are people in their "os? @ver the last ,< $ears* emplo$ees in the

E.5. and most developed countries have

generall$ een satisfied with their "os.

With the recent economic downturn* more

workers are less satisfied.

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Job Satisfaction

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:eople have t$picall$ een more satisfied with their "os overall* with the work itself* and with

their supervisors and coworkers* than the$ have een with their pay and promotion

opportunities.




Job Satisfaction

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u""ar (e e a n




u""ar (e e a n Causes of Job

SatisfactionWhat causes "o satisfaction?

8o conditions

-he intrinsic nature of the work itself ;interesting "os

that provide training* variet$* independence* and control

satisf$ most emplo$ees)* social interactions* and

supervision are important predictors of "o satisfaction.

:ersonalit$

:eople who have positive core sel$%evaluations* whoelieve in their inner worth and asic competence* are

more satisfied with their "os than those with negative

core self%evaluations.

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Outco"es of JobSatisfaction8o :erformanceapp$ workers are more likel$ to e productive

workers.

@rganizational Citizenship Behavior ;@CB)

:eople who are more satisfied with their "os

are more likel$ to engage in @CB.

Customer 5atisfaction

5atisfied emplo$ees increase customer

satisfaction and lo$alt$.

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Job Satisfaction andCusto"ers

ob satisfaction increasescusto!er satisfaction andpro-tability because

/. ob satisfaction aects!ood, leading to positivebehaviors towardcusto!ers.

0. ob satisfaction reduces

e!ployee turnover,resulting in !oreconsistent and fa!iliarservice.

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app$ 5taff F app$ Customers

our "p o#ee




our "p o#ee,esponses

to Dissatisfaction

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eitvoicelo$alt$neglect ;#G0)



Copyright © 2017 Pearson Education, Inc.Copyright © 201- Pearson Education, Inc.

#oyalty

1oice

2"it

3eglect

4 #eaving the situation4 5uitting, transferring

4 )hanging the situation

4 6eco!!ending ways to i!prove thesituation

4 Patiently waiting for the situation toi!prove 7suer in silence for theproble! to work itself or be resolved

by others'

4 6educing work eort4 Increasing absenteeis! and lateness

E-L: ,esponses toDissatisfaction

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Dissatisfaction

Counterproductive Work Behavior ;CWB)

Actions that activel$ damage the

organization* including stealing* ehaving

aggressivel$ toward coworkers* or eing lateor asent.

Asenteeism> the more satisfied $ou are* the

less likel$ $ou are to miss work.

-urnover> a pattern of lowered "o

satisfaction is the est predictor of intent to

leave.

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/ 'i ti f




/"p'ications for)anagers@f the ma"or "o attitudes "o satisfaction* "o

involvement* organizational commitment* perceived

organizational support ;:@5)* and emplo$ee

engagement rememer that an emplo$ee=s "o

satisfaction level is the est single predictor of ehavior.

:a$ attention to $our emplo$ees= "o satisfaction levels

as determinants of their performance* turnover*

asenteeism* and withdrawal ehaviors.

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/ 'i i f




/"p'ications for)anagers

(easure emplo$ee "o attitudes o"ectivel$ and

at regular intervals in order to determine how

emplo$ees are reacting to their work.

-o raise emplo$ee satisfaction* evaluate the $it

etween the emplo$ee=s work interests and the

intrinsic parts of hisHher "o to create work that is

challenging and interesting to the individual.Consider the fact that high pa$ alone is unlikel$

to create a satisf$ing work environment.

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chapter 3 ob

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