Organizational Behavior 3

1. Organizational Behavior 3 Prof. Luo, Fan Management School, Wuhan University of Technology Email: sailluof@126.com

2. 3. Attitudes and Job Satisfaction • Cognitive Dissonance Theory • Attitudes change Theory • Attitudes Balance Theory Behavior change Job Satisfaction Attitudes Emotions Company Logo www.themegallery.com

3. Teaching Plan Objects Help the students understanding the theory of cognitive dissonance, attitudes balance theory, measuring job satisfaction and learning emotion theory . Teaching Emphases Attitudes balance theory, Causes of job satisfaction Learning difficulty The measurement of job satisfaction Methods Lecture; Case discussion; Team training

4. Questions: Do you think that your monitors worth their salt? Do you like your monitors? Would you like to follow them?

5. (1) Attitudes • Cognitive Component • The opinion or belief segment of an attitude • Attitudes • Evaluative statements or judgments concerning objects, people, or events • Affective Component • The emotional or feeling segment of an attitude • Behavioral Component • An intention to behave in a certain way toward someone or something

6. The Theory of Cognitive Dissonance • Cognitive Dissonance • Any incompatibility between two or more attitudes or between behavior and attitudes • Individuals seek to reduce this gap, or “dissonance” • Desire to reduce dissonance depends on: • Importance of elements creating dissonance • Degree of individual influence over elements • Rewards involved in dissonance

7. How Do Attitudes change? ThreePhases

8. Measuring the A-B Relationship Recent research indicates that attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account. B A • Moderating Variables • Importance of the attitude • Specificity of the attitude • Accessibility of the attitude • Social pressures on the individual • Direct experience with the attitude

9. Self-Perception Theory • Attitudes are used after the fact to make sense out of an action that has already occurred. A ! B And,

10. Attitudes Balance Theory P-O-X relations model P: Cognition subject O ，X : Cognition objects Case：Jack’s strategy

11. Types of Attitudes Job Satisfaction A collection of positive and/or negative feelings that an individual holds toward his or her job • Job Involvement • Identifying with the job, actively participating in it, and considering performance important to self-worth • Organizational Commitment • Identifying with a particular organization and its goals, and wishing to maintain membership in the organization (Affective, Normative, and Continuance Commitment)

12. Types of Attitudes, cont’d • Perceived Organizational Support (POS) • Degree to which employees feel the organization cares about their well-being • Employee Engagement • An individual’s involvement with, satisfaction with, and enthusiasm for the organization

13. An Application: Attitude Surveys • Attitude Surveys • Eliciting responses from employees through questionnaires about how they feel about their jobs, work groups, supervisors, and the organization

14. Attitudes and Workforce Diversity Training activities that can reshape employee attitudes concerning diversity: Participating in diversity training that provides for self-evaluation and group discussions Volunteer work in community and social serve centers with individuals of diverse backgrounds

15. Job Satisfaction Measuring Job Satisfaction Single global rating Summation score How Satisfied Are People in Their Jobs? In general, people are satisfied with their jobs. Depends on facets of satisfaction—tend to be less satisfied with pay and promotion opportunities

16. Causes of Job Satisfaction Pay influences job satisfaction only to a point. After about $40,000 a year, there is no relationship between amount of pay and job satisfaction. Personality can influence job satisfaction. Negative people are usually not satisfied with their jobs.

17. How Employees Can Express Dissatisfaction • Exit • Behavior directed toward leaving the organization • Voice • Active and constructive attempts to improve conditions • Loyalty • Passively waiting for conditions to improve • Neglect • Allowing conditions to worsen

18. The Effect of Job Satisfaction on Performance Satisfaction and Productivity Satisfied workers are more productive AND more productive workers are more satisfied! Worker productivity is higher in organizations with more satisfied workers. Satisfaction and Absenteeism Satisfied employees have fewer avoidable absences. Satisfaction and Turnover Satisfied employees are less likely to quit. Organizations take actions to retain high performers and to weed out lower performers.

19. Job Satisfaction and OCB Satisfaction and OCBs Satisfied employees who feel fairly treated by and are trusting of the organization are more willing to engage in behaviors that go beyond the normal expectations of their job.

20. Job Satisfaction and Customer Satisfaction Satisfaction and Customer Satisfaction Satisfied workers provide better customer service. Satisfied employees increase customer satisfaction because: They are more friendly, upbeat, and responsive. They are less likely to turnover, which helps build long-term customer relationships. They are experienced. Dissatisfied customers increase employee job dissatisfaction.

21. Discussion “Managers should do everything they can to enhance the job satisfaction of their employees.” Do you agree or disagree? Discuss the advantages and disadvantages of using regular attitude surveys to monitor employee job satisfaction.

22. Emotions Emotions are intense feelings that are directed at someone and something. Emotions are reactions to an object, not a trait.

23. OB APPLICATIONS Selection process How emotions can influence decision making Emotional commitment to one’s work can be linked to high levels of motivation Emotion is linked to charismatic and inspirational leadership Emotional components of conflict Emotion and deviant work behaviors

24. EI IN ORGANIZATIONS How do emotions influence decision making? How affect motivation? How affect communication? Leadership? Teamwork? Interpersonal conflict? Deviant workplace behaviors?

25. Five competencies of EI Self-awareness Self-regulation (Self-management) Self-motivation Empathy Effective relationships (Social skills)

26. Team Exercise What Factors are Most Important to Your Job Satisfaction? (P91) Appoint a spokesperson who will take notes and report the answers to the following questions, on behalf of your group, back to the class. Averaging across all members in your group, generate a list of the top five job factors. Did most people in your group seem to value the same job factors? Why or why not? Present your answers to the entire class.

27. Thank You ! Wuhan University of Technology Email: sailluof@126.com