Presentation on theme: "Organizational Behavior"— Presentation transcript:
1Organizational Behavior BBA 352Organizational BehaviorLecture 1Attitudes and Job Satisfaction S. Chan
2Google: Chef-prepared food Huge gym and equipment Onsite car wash Oil changesHaircuts and dry cleanFree doctor checkupChild care serviceFree transportation – shuttle busAutomatic life insurance25 vocation days to employees with >6 years of seniorityTuition reimbursement $8000 per year$2000 bonus for refering employees who work at least 60 days…..
4Attitudes – The component of attitudes -Evaluative statements (favorable/unfavorable) about objects, people or eventsCognitive componentOpinion or belief on an attitude: My pay is lowAffective componentEmotional feeling of an attitude: “I am upset about how little I’m paid”Behavioral componentIntention to behavior toward someone or something: “I’m going to look for other job
5Attitudes- The component of attitudes 2 Cognitive = evaluation: CHC offers me a chance to studyAffective = feeling: I thank for CHC for offering me a chanceBehavioral = action: I will work hard for this valuable chance and earn myself a first-honor degree
6Job satisfactionDescribe a positive feeling about a job resulting from an evaluation of its characteristics.Higher level of satisfaction positive feeling about jobIn OB, an attitude always refers to job satisfaction
7What causes job satisfaction Work itselfPayPromotionSupervisionRelationship with co-workersAutonomous and independencebenefitsCareer advancement and development opportunitiesJob securitymeaningful of jobOpportunities to use skillsCorporate culture
8Impact of satisfied and dissatisfied employees Exit Voice ActiveExitVoiceNeglectLoyaltyDestructiveConstructivePassive
9Impact of satisfied and dissatisfied employees Voice response: actively and constructively attempting to improve conditions, e.g. give suggestions for improvements, discussing problems with supervisorsLoyalty response: involves passively but optimistically waiting for conditions to improve.Dissatisfied employees:Exit response: Leaving the organization by looking for a new position and resigning.Neglect response: passively allowing conditions to worsen, e.g. absenteeism or lateness, reduced effort and increase error rate
10Job satisfaction and job performance Strong causal relationship: higher job satisfaction higher job performanceSatisfied employees tend to be more effective than dissatisfied employeesJob satisfaction and Organizational citizenship behavior (OCB)Satisfied employees would seem more likely to talk positively about organization, help others and work with greater dutyBecause satisfied employees have significant perception of fairness, trust development
11Job satisfaction and Absenteeism Consistent negative relationship between satisfaction and absenteeismSatisfied employees tend to have higher attendance, but the absenteeism is also affected by other factors, such as health, study ..etc.Job satisfaction and TurnoverSatisfaction is strongly negatively related to turnover.The higher the satisfaction on work, the less likely the employees leave the job.But turnover is also affected by other factors: labour-market situation length of tenure, retention schemes, etc.
12Implications to managers High pay is not the only factorsManagers can raise employee satisfactions with the intrinsic parts of the job, e.g. making the work challenging and interesting