1. 5-1 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall1 Managing Behavior In Organizations Sixth Edition Jerald Greenberg

2. 5-2 Work-Related Attitudes: Prejudice, Job Satisfaction, and Organizational Commitment Chapter Five

3. Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall 5-3 Learning Objectives  DISTINGUISH among the concepts of prejudice, stereotypes, and discrimination  DISTINGUISH between affirmative action plans and diversity management programs  DESCRIBE various theories of job satisfaction  IDENTIFY the consequences of having dissatisfied employees and DESCRIBE ways of boosting job satisfaction  DISTINGUISH among fundamental forms of organizational commitment  IDENTIFY the benefits of having a committed workforce and DESCRIBE ways of developing organizational commitment

4. Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall 5-4 Work-Related Attitudes Three Good Reasons Why You Should Care About... Work-Related Attitudes 1.We are all potential victims of prejudice and discrimination on the job; nobody is immune. 2.The more people are satisfied with their jobs and committed to their organizations, the less likely they are to be absent and voluntarily resign. 3.Changing attitudes is not impossible. There are specific things that practicing managers and their organizations can do to enhance the work-related attitudes of employees.

5. 5-5 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall Attitudes: What Are They?  Attitudes are relatively stable clusters of feelings, beliefs, and behavioral predispositions toward some specific object, person, or institution  Evaluative component  Cognitive component  Behavioral component

6. 5-6 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall Three Basic Components of Attitudes Attitude Toward Boss: Cognitive Component: “I believe that my boss is lazy” Evaluative Component: “I don’t like lazy people” Behavioral Component: “I try to avoid my boss when I can”

7. 5-7 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall Work Related Attitudes  Work-related attitudes are the feelings people have about everything related to their jobs, whether it’s the work itself, superiors, coworkers, subordinates, or even the food in the company cafeteria.  Three major targets to consider: –Prejudice: attitudes toward others –Job satisfaction: attitudes toward the job –Organizational commitment: attitudes toward the organization

8. 5-8 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall Prejudice and Discrimination  Negative attitudes and behavior toward others  Prejudice may be defined as negative feelings about people belonging to certain groups.  Organizational demography refers to the study of the composition of the workforce with respect to various characteristics.

9. 5-9 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall Anatomy of Prejudice  Stereotypes are beliefs that people who belong to certain groups possess certain characteristics.  Discrimination is a form of negative behavior associated with a given stereotype.

10. 5-10 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall Everyone Can Be a Victim  Prevalent targets of discrimination  Age  Physical Condition  Gender (being female)  Sexual Orientation  Race and National Origin  Religion

11. 5-11 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall Managing a Diverse Workforce  Affirmative action is a policy that has been used to promote the nondiscriminatory treatment of women and members of minority groups in the workplace. –Nonpreferential affirmative action –Preferential affirmative action

12. 5-12 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall Managing a Diverse Workforce  Diversity management efforts to celebrate diversity by creating supportive, not just neutral, work environments.  Orientation Inclusion  The business case for diversity

13. 5-13 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall Affirmative Action and Diversity Management

14. 5-14 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall What Are Companies Doing?  Tactics to promote diversity Conduct diversity training Use leaders to send strong messages about diversity Require suppliers to promote diversity Make diversity a top priority

15. 5-15 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall Theories of Job Satisfaction  Job satisfaction - people’s feelings toward their jobs –Disposition model –Value theory –Social information processing model

16. 5-16 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall Dispositional Model Dispositional model of job satisfaction - the conceptualization proposing that job satisfaction is a relatively stable disposition of an individual – that is, a characteristic that stays with people across situations.

17. 5-17 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall Value Theory  Value theory of job satisfaction - a theory that f ocuses on discrepancies between what people want from a job and what they actually receive from the job, particularly in terms of outcomes that they value highly (e.g., pay, learning opportunities).

18. 5-18 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall Social Information Processing Model  Social information processing model - the idea that people’s attitudes toward their jobs are based on information they get from other people.

19. 5-19 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall Consequences of Job Dissatisfaction  Employee withdrawal - actions such as chronic absenteeism and voluntary turnover (i.e., quitting one’s job) that enable employees to escape from adverse organization situations  Voluntary turnover - quitting  Absenteeism - staying away from the job when scheduled to work

20. 5-20 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall Reasons for Leaving a Job Affective: Does not enjoy the job or experiences in the organization Contractual: Wants to get even with someone in the company who hasn’t done something that was expected Constituent: Wants to end relationships with one or more of the people in the workplace Alternative: Has more attractive job opportunities outside of the organization Calculative: Believes that the future with the organization will be unpleasant in one or more ways Normative: Faces pressure from within the company to leave Behavioral: Believes that leaving the organization is easy because remaining there isn’t highly valued by others Moral: Believes that quitting is ethically appropriate because it avoids stagnation

21. 5-21 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall Job Performance and Satisfaction  Are dissatisfied employees poor performers?  Job satisfaction and financial performance are associated  Good financial performance by companies promotes high levels of job satisfaction

22. 5-22 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall Job Satisfaction and Injuries  Are happy workers safe workers?  High performance work systems - employees have the opportunity to participate in decision making, and are offered incentives to do so, as well as opportunities to develop skills. Job satisfaction and financial performance are associated.

23. 5-23 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall Job Satisfaction and Injuries Increased Job Satisfaction: -High- Performance Work Systems - Reduced Occupational Injuries

24. 5-24 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall Job Satisfaction and Life  Job satisfaction is very important; satisfied employees are often: More productive Less likely to quit Less likely to experience serious accidents More likely to experience positive feelings and moods at home

25. 5-25 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall Promoting Job Satisfaction  To improve job satisfaction: Pay people fairly Improve the quality of supervision Decentralize organizational power Match people to jobs that fit their interests

26. 5-26 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall Organizational Commitment  Organizational commitment - the extent to which an individual identifies and is involved with his or her organization and/or is unwilling to leave it

27. 5-27 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall Organizational Commitment  Varieties of organizational commitment –Continuance commitment - the strength of a person’s desire to continue working for an organization because he or she needs to do so and cannot afford to leave. –Affective commitment - the strength of a person’s desire to work for an organization because he or she agrees with its underlying goals and values. –Normative commitment - the strength of a person’s desire to continue working for an organization because he or she feels obligations from others to remain there.

28. 5-28 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall Organizational Commitment Organizational Commitment: Continuance commitment: lack of options Affective commitment: agreement with organization Normative commitment: social pressure to remain

29. 5-29 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall Why Commitment Matters Affectively committed employees: contribute to successful organizational performance. are less likely to withdraw. are willing to make sacrifices for the organization.

30. 5-30 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall Developing Commitment Make jobs more interesting Align the interests of the company with those of the employees Recruit and select new employees whose values closely match those of the organization

31. Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall31