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LECTURE 27 Chapter 3 Attitudes and Job Satisfaction Robbins and Judge (2008): Organizational Behavior, Pearson, Prentice Hall Learning Objectives Learning Theories Attitude Components of attitude Relationship between attitude and behavior Job satisfaction and other job attitudes Main causes of job satisfaction Employees responses to job dissatisfaction Operant Conditioning Theory Classics conditioning theory explains reflexive behavior: elicited in response to identifiable events whereas most behaviors are voluntary or learned rather than elicited Operant conditioning is the study of the impact of consequences on behavior. Learning that takes place when the learner recognizes the connection between a behavior and its consequences. – Behaviors with positive consequences are acquired. – Behaviors with negative consequences are eliminated Behaviors: Desirable organizational behaviors and undesirable organizational behaviors. Consequences of Behavior: Include positive reinforcement and negative reinforcement for desirable organizational behaviors; and extinction and punishment for undesirable organizational behaviors. Consequences of Behavior • Positive Reinforcement: Administering positive consequences to workers who perform the desired behavior. P.R. occurs when the introduction of a consequence increases or maintains the frequency or future probability of a behavior. (receiving bonus after successful completion of a project creates positive reinforcement) • Negative Reinforcement: Removing negative consequences to workers who perform the desired behavior. • Occurs when the removal or avoidance of consequence increases or maintains the frequency or future probability of a behavior. • Supervisors apply negative reinforcement when they stop criticizing employees whose substandard performance has improved. (Basically you want the employees to engage in desired behavior to escape or avoid unpleasant consequence.) Social Learning Theory Learning theory takes into account the fact that thoughts and feelings influence learning. Individuals learn by observing others what happens to other or by telling something or through direct experience People response based on how perceive and define consequence Processes of Model influence Attention Processes: Individual is influenced by model that are attractive and important to us Retention Processes: Influence depends on how well individual remember model 's action Motor Production Processes: After seen new behavior by observing the model it must be converted to doing Reinforcement Processes: Individual will exhibit modeled behavior if incentives are provided Shaping Behavior: A Managerial Tool Manager shape behavior by systematically reinforcing each successive step that moves an individual closer to the desired response. Example: If student usually come late in class 20 minutes and if he comes comes 10 minutes we can reinforce the improvement Problems with reinforcement theory: The relationship between stimulus. Response and consequence is never so simple, individual use thinking process to weigh value of different stimulus, consequences and circumstances to choose appropriate behavior Example: Asking good question given compliment by supervisor Attitude: Attitudes are evaluative statements Favorable or unfavorable concerning people, object or events It reflect how one feel about something Example: I like my job, My supervisor is good, I like my teacher Attitude: Are attitudes consistent? Why people change attitudes and behavior? Individual seek to reconcile divergent attitudes and align their behavior and attitudes so they appear rational and consistent In state of equilibrium, external forces are initiated to return to state of equilibrium again in which behavior and attitudes are consistent Individual attain state of equilibrium through changing attitude, behavior or by developing rational for discrepancies Festinger proposed the theory of cognitive dissonance in late 1950s Theory try to explain link between attitude and behavior Dissonance mean discrepancy or inconsistency Cognitive dissonance means inconsistency between two or more attitudes or between attitude and behavior Inconsistency is discomfort hence individual tries to reduce it There is tendency in individuals to achieve stable state having minimum dissonance Self Perception Theory Self perception theory explains whether behavior influence attitude or not Attitudes are based on experience after behavior Individual tend to infer attitude from behavior However, when strong attitudes have developed then they direct behavior Job Satisfaction: Positive feeling about job based on evaluation of characteristics Job Involvement: Degree of to which people associates with job psychologically and consider perceived performance important for self worth Psychological empowerment - Degree to which employee belief that they can influence their work environment and perceived autonomy in their job Participation in decision making, independence to schedule their work and discretion to decide how to do work Job Attitudes Organizational Commitment - A state in which employee wish to remain in the organization Affective Commitment Emotional attachment to organization and belief in its values Continuance Commitment Perceived economic value of being part of the organization as compare to quit Normative Commitment - Moral or ethical obligation to remain in the organization - Example: Working on strategically important project Occupational Commitment Others Job Attitudes Perceived Organizational Support o employee belief that organization value his contribution and efforts and will extend support in case of problem and will do for his well being Measuring Job Attitudes: Attitude Surveys o -Managers should use attitude surveys to get feedback on feelings of employees (about their job, about work conditions, peer support, supervision, about pay, about policies and practices) o It alerts management what is going in organization and timely feedback allow to take corrective actions or change wrong perceptions - Think about promotion policies like seniority based promotion you feel just and fair but what employees think Job Dissatisfaction Response Managerial Implications: Be aware of attitudes as they influence behavior o Give warnings for potential problems - Organizations don't want to loose their employees specially o Managers should try to improve job satisfaction o Make job challenging o Right pay and reward system o Person-Job fit o Understand their cognitive dissonance Source: Robbins and Judge (2008): Organizational Behavior, Pearson, Prentice Hall productive workers