Ppt on job satisfaction among employees

© 2006 Towers Perrin Presenters Name The Theory and Practice of Employee Engagement California State Automobile Association October 4, 2006 ©2006Towers.

found strong relationships among employee engagement, client satisfaction and shareholder returns © 2006 Towers Perrin 16 Sears developed its employee-customer-profit chain to help in the turnaround of the mid-1990s 5 unit increase in employee attitude 1.3 / Attitudes and Behaviors Customer Outcomes Financial Outcomes Financial Outcomes Reduced Turnover Cost Key Drivers Q10: Overall job satisfaction Q15: Encouraged to identify problems Q19: Hotel retains top performers Q20: Team members are kept informed/


Management: Arab World Edition Robbins, Coulter, Sidani, Jamali

a different comparison (referent) other (person, systems, or self) Quit their job Employees are concerned with both the absolute and relative nature of organizational rewards. Equity Theory (cont’d) Distributive justice The perceived fairness of the amount and allocation of rewards among individuals (i.e., who received what). Influences an employee’s satisfaction. Equity Theory (cont’d) Procedural justice The perceived fairness of the process/


Chapter 9 Intrinsic Rewards and Job Design

Characteristics International Aspects of Job Design Ethical Issues in Job Design Introduction Job design affects motivation and satisfaction Organizations and managers can create a context within which employees experience intrinsic rewards Only indirect control over intrinsic rewards Can only create a set of job experiences that lets employees experience intrinsic rewards Intrinsic Rewards and Job Design Some job redesign efforts Job rotation Same worker moved among different jobs Each job often had few/


CAUBO June, 2007 Employee Surveys as a Strategic Tool: Making Use of Employee Research Data.

drivers of employee satisfaction and engagement Current Approaches to Employee Surveys Engagement lies at the heart of a winning employee experience Employee engagement is a heightened and sustained emotional and intellectual connection employees have for their job, organization, / organization on how they might deploy resources most efficiently to support and enhance engagement among employees There are many “lists” of employee engagement drivers, and certain items appear on many lists, such as: Work that/


2010 Employee Engagement Survey Executive Summary 6 December 2010.

engaged Page 8 Major Themes - continued n Some of the gains seen in 2009 have reverted. This is particularly noticeable among certain demographics: l Job Grade 5-7 l Employees age 25-44 l Women n And among certain dimensions: l Leadership l Overall Satisfaction Page 9 Major Themes - continued n Though declines have occurred, relative strengths remain: l Perceptions of immediate manager remain positive/


Chapter 14: Work Motivation Learning Goals 1.Describe four approaches that can be used to explain employee motivation and satisfaction 2.Explain how.

satisfaction with the work Growth Need Strength  Two-factor theory: two separate and distinct aspects of the work context are responsible for motivating and satisfying employees  Hygiene factors: the non-task characteristics of the work environment—the organizational context—that create dissatisfaction  Motivator factors: aspects of the organizational context that create positive feelings among employees/inequities are justified  Leave the situation (quit job)  Need: feeling of deficiency in some aspect/


USPTO 2000 Patent Customer Satisfaction Survey P-1 Content of the Report Background  Methodology (page P-4)  Sampling and Weighting (page P-8) Quantitative.

, Retired – no title, etc.) USPTO 2000 Patent Customer Satisfaction Survey P-18 Affiliation (A1) by Job Title (C8) Of the respondents affiliated with federal government agencies//Petitions 13Administrative Staff and Process/Paperwork Management 8Telephone Service/Employee Accessibility and Responsiveness 8General Processing Delays 8Correction of Errors/Problem/ Change in Service factor, large businesses and law firms are among the least satisfied, especially for the Timeliness and Problem Resolution factors/


1. Kim works on an automobile assembly line. Kim’s job illustrates a production process that relies on A autonomous work groups B team decision making.

among the member countries C to establish trade policy between the member countries and the rest of the world D to counter the establishment of the European Union 14. Use the information from the scenario below to answer the following question. Amanda decided to open a carpet cleaning business. She hired ten employees/mean which of the following? A how much satisfaction buyers receive from a purchase B how much / unemployment in an economy is someone A. between jobs or entering the work force B. out of work/


SUBJECT: HUMAN RESOURCE MANAGEMENT CASE STUDY JOB SATISFACTION AT OMEGA TECHNICAL SERVICES LTD Nguyen Hoai Nam Nguyen Hoai Nam Chanthavong Bakham Chanthavong.

with his or her job. Job satisfaction and job performance are inter related. Job satisfaction and job performance are inter related. The happier people are within their job, the more satisfied they are said to be. The happier people are within their job, the more satisfied they are said to be. Job satisfaction can be measured by the use of rating scales where employees report their reactions to their jobs Job satisfaction can be measured/


Chapter 14: Motivating Employees Don Hellriegel Susan E. Jackson John W. Slocum, Jr. MANAGING: A COMPETENCY BASED APPROACH 11 th Edition Prepared by Argie.

turnover  High satisfaction with the work Growth Need Strength Chapter 14: PowerPoint 14.22  Two-factor theory: two separate and distinct aspects of the work context are responsible for motivating and satisfying employees  Hygiene factors: the non-task characteristics of the work environment—the organizational context—that create dissatisfaction  Motivator factors: aspects of the organizational context that create positive feelings among employees Chapter 14/


QUALITY OF WORK LIFE DIRECTLY INFLUENCES THE PRODUCTIVITY AND SATISFACTION LEVEL OF EMPLOYEES. THE MANAGERIAL PERSONNEL MAY FEEL FURSTRATED BECAUSE OF.

, DISABILITY, EXCESS JOB TURNOVER AND PREMATURE DEATH. 4.ALTERNATIVE WORK SCHEDULES-THE WORKING SCHEDULES WHICH OFFER LESIURE TIME, FLEXIBLE WORKING HOURS ARE PREFFERRED BY EMPLOYEES. THE RIGID WORKING SCHEDULES MAY CREATE DISTRESS AND FATIGUE AMONG EMPLOYEES. THE PREFERENCE OF/ THEN THEY WILL FEEL IT THEIR RESPONSIBILITY TO IMPLEMENT THEM, SINCE ACTS WILL HELP IN ENHANCHING THE JOB SATISFACTION OF EMPLOYEES. 7.EQUITABLE JUSTICE-THE PRINCIPLES OF JUSTICE, FAIR AND EQUITY SHOULD BE TAKEN CARE OF IN PROMOTIONS/


Motivation at work The Satisfaction or Needs Identify the Need/Motivation Incentive Revise Satisfaction Result / Outcome.

level has actually been “satisfied” Different employees have different needs  impossible to satisfy all of them Herzberg’s Two-factor Theory (Dual Factor Theory) 1. Herzberg’s two-factor Theory 1966 Herzberg  attempted to find out what motivated people to work, I.e. to find the various factors related to job satisfaction and job dissatisfaction divided the causes of job satisfaction into 2 categories / factors I/


Copyright © 2015 Pearson Education, Inc. 3-1. Copyright © 2015 Pearson Education, Inc. Chapter 3: Attitudes and Job Satisfaction 3-2.

concluded that people seek consistency among their attitudes and between their /Employee Responses to Dissatisfaction  More specific outcomes of job satisfaction include:  Job Satisfaction and Job Performance  Happy workers are more likely to be productive workers.  Job Satisfaction and OCB  People who are more satisfied with their jobs are more likely to engage in OCB.  Job Satisfaction and Customer Satisfaction  Satisfied employees increase customer satisfaction and loyalty.  Job Satisfaction/


Copyright © 2014 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin CHAPTER 10 SEPARATING AND RETAINING EMPLOYEES FUNDAMENTALS OF.

. 1. Difference between involuntary and voluntary turnover, and their effects on an organization. 2. How employees determine whether the organization treats them fairly. 3. Legal requirements for employee discipline. 4. Ways to fairly discipline employees. 5. How dissatisfaction affects employee behavior. 6. How organizations contribute to employeesjob satisfaction and retain key employees. 10-2 Introduction Every organization recognizes that it needs satisfied, loyal customers. In addition, success/


 Copyright 1999 Prentice Hall 1-1 Chapter 1 Marketing in a Changing World: Creating Customer Value and Satisfaction PRINCIPLES OF MARKETING Eighth Edition.

Among Products and Services? Customer ValueCustomer Value - benefit that the customer gains from owning and using a product compared to the cost of obtaining the product. Customer SatisfactionCustomer Satisfaction/Self-Confidence Persistence Initiative Job Commitment Enthusiasm and Self-Confidence Persistence Initiative Job Commitment Recruiting and /Activity Every Company Activity Quantum Leaps Quantum Leaps Total Employee Commitment Total Employee Commitment Cannot Save Poor Product Cannot Save Poor Product/


Role Characteristics and their Relationships to Job Attitudes Among Workers in Maryland Adolescent Behavioral Treatment Centers Michael J. Walk University.

requires a continuum of care including consistent and diligent staff. Current reports suggest high turnover rates and low levels of job satisfaction among employees treating emotionally disturbed adolescents, especially direct-care workers. Current reports suggest high turnover rates and low levels of job satisfaction among employees treating emotionally disturbed adolescents, especially direct-care workers. Theoretical Background and Hypotheses Role Ambiguity Role Ambiguity Role Conflict Role Conflict/


CHAPTER 3: ATTITUDES AND JOB SATISFACTION. Learning Objectives After studying this chapter, you should be able to:  Contrast the three components of.

 Research has generally concluded that people seek consistency among their attitudes and between their attitudes and their behavior/job satisfaction by gender, per cent of employees Job Satisfaction; How Can it Be Measured? Job Satisfaction; How Can it Be Measured The Main Causes of Job Satisfaction  What causes job satisfaction?  Research shows that job satisfaction is correlated with life satisfaction.  Pay influences job satisfaction only to a point.  Personality also plays a role in job satisfaction/


Business Essentials, 7th Edition Ebert/Griffin

, imagination, disruptiveness, rebelliousness, ambition, laziness, etc. © 2009 Pearson Education, Inc. Individual Differences among Employees (cont’d) The “Big Five” Personality Traits Agreeableness Conscientiousness Emotionality Extraversion Openness OK, now let’s/participative management, empowerment and team management. Participative management and empowerment both increase job satisfaction by encouraging participation of employees. Team management is increasing as a trend in managing projects and people./


Understanding Family-Friendly Employee Benefits Programs IPRA/IAPD Annual Conference January 30, 2010 Hilton Chicago Chicago, Illinois Presented by: Michael.

family structure = increased work-family conflicts Issues of job productivity & performance –Job satisfaction? –Employee turnover? –Reductions in productivity? –Increases in employee stress levels? Family-friendly employee benefits programs (FFEB) are becoming more readily /in human capital –Establishes “good faith” relationship among employee(s) and the agency –Improved monitoring of business ethics –Increases in employee commitment to the agency –Employees returning to work following leave have been found/


HOW TO WOW EMPLOYEES What it takes to be one of the 100 Best Nonprofits to Work For in Oregon Brandon Sawyer Research Editor, Oregon Business magazine.

satisfaction shows areas where employee morale may be most improved Statements most important to Oregon nonprofit employees, 2011 Imp. Ran k Survey StatementSat. Ran k Avg. Scor e 1Treatment by supervisors and management 72.68 2Pride and belief in the organization 22.65 3Flexibility to balance family, community and job/ ranking: Qualified nonprofits are informed in late July if they rank (though not where) among the top 100 nonprofits  Survey results: Participants may order a free overview of survey results/


Chapter – 8(EIGHT) Motivation Process.

Chapter – 8(EIGHT) Motivation Process What is Motivation? Motivation is the process of creating enthusiasm, job satisfaction, morale, among employees of the organization. According to Stephen p. Robbins “Motivation is the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.” Here Intensity /


Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall15–1 Motivating Employees Chapter 15 Management Stephen P. Robbins Mary Coulter tenth.

seek greater rewards).  Choose a different comparison (referent) other (person, systems, or self).  Quit their job.  Employees are concerned with both the absolute and relative nature of organizational rewards. Copyright © 2010 Pearson Education, Inc. / Distributive justice  The perceived fairness of the amount and allocation of rewards among individuals (i.e., who received what). –Influences an employee’s satisfaction.  Procedural justice  The perceived fairness of the process use to determine /


“Marketing” Creating Customer Value and Satisfaction

to satisfy customers at a profit. If the marketer does a good job of understanding consumer needs, develops products that provide superior value, and / selling pop-corn. Disney World, Orlando Customer Value and Satisfaction How do customers choose among these many products? Consumers make choices based on; Value; / are; Managing Differentiation Managing Service Quality Tangibilizing the Service Managing Employees Managing Risk Managing Capacity and Demand Managing Consistency Managing Differentiation If/


MGTO120s Motivating Employees

Job Dissatisfaction Job Satisfaction High Functions of the Two Factors Attempted to explain why job satisfaction does not result in increased performance. Hygiene factor: simple keep the worker on the job---they keep him/her from going else-where for work. Its presence reduces dissatisfaction, and causes dissatisfaction. But it has no effect on motivation Motivational factor: the presence will both satisfy and motivate employees/ the amount and allocation of rewards among individuals (i.e., who received what/


UGBA105: Organizational Behavior

employees? Or is it better to have “hungry” employees who have high expectations for achievement and fulfillment through work? How do expectations affect job satisfaction? Motivation and stress Job satisfaction & the bottom line Sears Roebuck found in an 800-store study that employees/ job satisfaction has been driven by rapid changes in technology, employers push for productivity and shifting expectations among workers,” said Lynn Franco, director of the groups Consumer Research Center. Highest satisfaction/


Motivating Career Satisfaction and Retention Allison Rossett Modified J. Marshall 2005.

had a substantial impact on job satisfaction, which in turn affected turnover significantly  So-- let’s look at how to boost satisfaction and career mo  57%/in virtually every case, the mean satisfaction rating with the HR and training functions is higher among respondents who outsource all of a /strength ---------> outcomes 4.Goal Theory The individual’s conscious goals influence motivation. First, employees must understand their goals. Second, they must be challenged by them, without being overwhelmed/


INTRODUCTION TO BUSINESS

X and Theory Y Theory Z Theories on Motivation Theories on Motivation Managers commonly attempt various methods of motivating their employees, such as offering small rewards and recognition to employees who have achieved high performance. Recognition can increase employee job satisfaction. Summary of Herzberg’s Job Satisfaction Study Theories on Motivation Theories on Motivation Summary of McGregor’s Theories X and Y Theories on Motivation Expectancy Theory/


UGBA105: Organizational Behavior Professor Jim Lincoln Week 9: Motivation and Job Design Walter A. Haas School of Business University of California, Berkeley.

success? WSJ 9/8/97 26 Do organizations really want “satisfied” employees? 27 Motivation and stress 28 Job satisfaction & the bottom line Sears Roebuck found in an 800-store study that employees attitudes about their workload, treatment by bosses and eight other such / about one in three said they are satisfied with their pay. 30 Still, U. S. workers are among the most satisfied in the world (and the Japanese are among the least) J. R. Lincoln& A. L. Kalleberg: Culture, Control, and Commitment: A Study /


SUSTAINING EMPLOYEE INTEREST

employee must have an accurate knowledge of the requirements of the job. Equity Theory of Work Motivation   Job Satisfaction Job satisfaction refers to a person’s feeling of satisfaction on the job, which acts as a motivation to work. It is not self – satisfaction, happiness or self – contentment but satisfaction on the job. Definition Job satisfaction/professional and personal growth. What does a mentor do? The following are among the mentor’s functions: Teaches the mentoree about a specific issue Coaches /


Ramesh Kumar, Jamil Ahmed, Babar Tasneem Shaikh, Rehan Hafeez and Assad Hafeez Health Services Academy, Islamabad Background: Job satisfaction largely.

the extent to which professionals like or dislike their jobs. Job satisfaction is said to be linked with the employee’s work environment, job responsibilities and powers and time pressure; the determinants which affect employee’s organizational commitment and consequently the quality of services. The objective of the study was to determine the level of and factors influencing job satisfaction among public health professionals in the public sector. Methods/


Employee satisfaction and commitment Prepared By: Siti Rokiah Siwok for UHS 2062 at UTM

one of the major tasks of IO psychologist.  Among the most commonly studied job related attitudes are job satisfaction and organizational commitment.  Although 2 different constructs, j ob satisfaction and organizational commitment are highly correlated and result in similar employee behaviours. Satisfaction & org. commitment  Meta analyses show that satisfied employees tend to be committed employees. However, the relationship between job satisfaction and performance are not consistent across people or/


2 Enter your Paper Title Here. Enter your Name Here. Enter Your Paper Title Here. Enter Your Name Here. ANALYSIS OF THE RELATIONSHIP BETWEEN JOB SATISFACTION.

level on Business Excellence Model and Job Satisfaction (2 questions). The final part involved 6 questions regarding basic demographic characteristics of the respondents such as “How old are you?”. The survey instrument was pilot tested among 25 employees. 14 RESEARCH FINDINGS Number% % SEXEDUCATION Female10830,4High school6819,1 Man24769,6University24167,7 Total369100.0Post graduate4713,2 AGETotal356100,0 15-25174,8 26-3211933,3TOTAL WORKING YEARS/


Chapter Six – Job Design.  Understand a definition of job design  Explain the early importance of engineering and efficiency to job design  Define.

justice work is designed to maximize the control of employees and enhance efficiency.  Job design is critical to reducing burnout, relieving work stress, and elevating job satisfaction among employees.  Job design theory has moved past Taylorism to include an examination of job enlargement and job enrichment.  How jobs are structured affects organizational performance.  Job redesign is an attempt to alter jobs such that employees have more of a say in how hobs are/


Job Satisfaction. Positive Affect (e.g., personality trait) Job environment (objective characteristics) Subjective interpretation of job environment Job.

Employee Attendance: A Process Model,” Journal of Applied Psychology, 63 (1978), p. 391-407. Influences on Attendance Job Satisfaction Thinking of quitting Intention to search Age/tenure Intention to quit/stay Probability of finding an acceptable alternative Quit/stay Satisfaction & Turnover Work and Non-Work Satisfaction Job SatisfactionLife Satisfaction Job Satisfaction/More interpersonal justice lead to greater acceptance, especially among heavy smokers Acceptance of smoking ban None Interpersonal Justice/


FITTING THE MAN TO THE JOB. FMJ =>Job analysis => Job description => Employee specification => employee selection criteria => employee recruitment =>

JOB FMJ =>Job analysis => Job description => Employee specification => employee selection criteria => employee recruitment => employee selection => employee induction => employee training => maintaining job satisfaction Job Analysis => what are the key factors that require particular skills and abilities QTime and Motion Study QFunctional Job Analysis QPerform the job QTask Inventory QActual observations QCritical Incident Technique QCognitive Task Analysis QExit interviews JOB/ be selected among the group./


Market Probe Trust our experience ~ Discover our innovation ASQ 2009 Member Loyalty & Satisfaction Report Presented by: Market Probe www.marketprobe.com.

that reinforce each other, such as positive customer experiences, customer satisfaction, employee engagement and customer loyalty. Market Probe Trust our experience ~ Discover/Among customers who have never been members, 25% have never considered ASQ membership. Their reasons for not considering membership: Quality is not the primary area of their job and only need a small part of what ASQ offers The costs of membership are too high Currently a member of a different organization ASQ Customer Satisfaction/


© 2010 Towers Watson. All rights reserved. FDIC 2009 All Employee Survey Results Overview Report March 31, 2010.

below norm: — Opportunities for employee development and supervisors supporting development — Perceptions of training to help qualify for a better job and opportunities for career development other than promotions Advancement opportunities Satisfaction with advancement opportunities is below norm/ +6+22+3 69. Managers promote communication among different work units (for example, about projects, goals, needed resources) n/a +1 100. Employees in my work unit share job knowledge with each other n/a +27 143/


Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall15–1 Motivating Employees Chapter 15 Management Stephen P. Robbins Mary Coulter tenth.

seek greater rewards).  Choose a different comparison (referent) other (person, systems, or self).  Quit their job.  Employees are concerned with both the absolute and relative nature of organizational rewards. Copyright © 2010 Pearson Education, Inc. /  Distributive justice  The perceived fairness of the amount and allocation of rewards among individuals (i.e., who received what). –Influences an employee’s satisfaction.  Procedural justice  The perceived fairness of the process use to determine the /


Chapter Eight Employee Behavior and Motivation. After reading this chapter, you should be able to: 1.Identify and discuss the basic forms of behaviors.

8-8 Individual Differences among Employees (cont.) Emotional Intelligence or Emotional Quotient Extent to which people are self-aware, can manage their emotions, can motivate themselves, express empathy for others, and possess social skills Attitudes Our beliefs and feelings about specific ideas, situations, or other people Mechanism through which we express our feelings 8-9 Attitudes at Work Job Satisfaction (Morale) The extent to/


The Moderating Effect of Teamwork Perceptions on the Organizational Politics-Job Satisfaction Relationship Authors: Matthew Valle L.A. Witt Presented By:

. Hypothesis Hypothesis 1: Perceptions of organizational politics are negatively related to expressions of job satisfaction. Hypothesis 2: Perceptions of politics are more strongly related to job satisfaction among individuals who perceive low levels of teamwork importance than among those who perceive high levels of teamwork importance. Participants and Procedure Participants were 355 white-collar employees of a private sector, customer-service organization in the eastern United States/


©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Chapter Nine Employee Attitudes and Their Effects.

the job Job satisfaction influences general life satisfaction ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Job Involvement The degree to which employees: Immerse themselves in their jobs Invest time and energy in them View work as a central part of their overall lives ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Organizational Commitment Employees can choose to be involved, committed, and positive Commitment is stronger among/


8 chapter Business Essentials, 7 th Edition Ebert/Griffin © 2009 Pearson Education, Inc. Employee Behavior and Motivation Instructor Lecture PowerPoints.

2009 Pearson Education, Inc. Individual Differences among Employees (cont’d) The “Big Five” Personality Traits – Agreeableness – Conscientiousness – Emotionality – Extraversion – Openness © 2009 Pearson Education, Inc. Individual Differences among Employees (cont’d) Emotional Intelligence or Emotional / EQ) employee behavior equity theory expectancy theory flextime programs Hawthorne effect hierarchy of human needs model individual differences job enrichment job redesign job satisfaction management by /


Full-time vs. Part-time salespeople Thomas R Wotruba A comparison on job satisfaction, performance, and turnover in direct selling Jialin & Kewrin.

-time medical rehabilitation hospital employees had higher job satisfaction than did full-timers (no difference attributable to age, sex, or tenure) PerformanceThurik and van der Wijst (1984) In Dutch and French retail stores with counter service (as opposed to self-service), labor productivity was positively related to share of part-time labor. TurnoverStill (1983)Turnover, operationalized as absenteeism, was greater among full-timers. Granrose/


SEARCHING FOR SATISFACTION Job Attributes Valued by Potential Government Employees.

and opportunities for advancement more than independence and collegiality FINDINGS Group Differences Current Employment Sector Federal employees are attracted (current job) by responsibility and the supervisor They place less emphasis on independence and the physical environment Compensation presents a greater barrier to satisfaction among non-public servants than among public servants FINDINGS Mobility Those who have always worked in the federal government were encouraged to/


Business Essentials 9e Ebert/Griffin Employee Behavior and Motivation chapter eight.

Empowerment  Participative Management and Empowerment └ method of increasing job satisfaction by giving employees a voice in the management of their jobs and the company Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8-39 Job Enrichment and Job Redesign  Job Enrichment └ method of increasing job satisfaction by adding one or more motivating factors to job activities  Job Redesign └ method of increasing job satisfaction by designing a more satisfactory fit between workers and/


Business Essentials 9e Ebert/Griffin Employee Behavior and Motivation chapter eight.

Empowerment  Participative Management and Empowerment └ method of increasing job satisfaction by giving employees a voice in the management of their jobs and the company 8-22 For upper management  Stock Options and ownership stakes are given Job Enrichment and Job Redesign  Job Enrichment └ method of increasing job satisfaction by adding one or more motivating factors to job activities  Job Redesign └ method of increasing job satisfaction by designing a more satisfactory fit between workers/


Chapter 14 Motivating Employees Copyright © 2016 Pearson Canada Inc. 14-1.

be coerced to perform. Theory Y  The assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction.  Motivation is maximized by participative decision making, interesting jobs, and good group relations. Copyright © 2016 Pearson Canada Inc. 14-11 Early Theories of Motivation Herzberg’s Motivation-Hygiene Theory Attempted to explain why job satisfaction does not result in increased performance.  The opposite/


8 chapter Business Essentials, 8 th Edition Ebert/Griffin Employee Behavior and Motivation Instructor Lecture PowerPoints PowerPoint Presentation prepared.

2011 Pearson Education, Inc. publishing as Prentice Hall Individual Differences among Employees (cont.) The “Big Five” Personality Traits Agreeableness Conscientiousness Emotionality Extraversion Openness 8-8 Copyright © / behavior emotional intelligence (emotional quotient, EQ) employee behavior equity theory expectancy theory flextime programs Hawthorne effect hierarchy of human needs model individual differences job enrichment job redesign job satisfaction 8-29 Copyright © 2011 Pearson Education, /


Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 8-1 # Copyright © 2015 Pearson Education, Inc. Employee Behavior and Motivation 8.

Management and Empowerment –method of increasing job satisfaction by giving employees a voice in the management of their jobs and the company Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 8-36 Copyright © 2015 Pearson Education, Inc. Job Enrichment and Job Redesign Job Enrichment –method of increasing job satisfaction by adding one or more motivating factors to job activities Job Redesign –method of increasing job satisfaction by designing a more satisfactory fit/


Motivation I: Needs, Job Design Intrinsic Motivation, and Satisfaction Chapter Six Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.

behavior – employee behaviors that exceed work-role requirements 6-37 Correlates of Job Satisfaction Withdrawal cognitions – overall thoughts and feelings about quitting a job 6-38 Correlates of Job Satisfaction Job satisfaction and performance are moderately related Job satisfaction and / similarity – relates to the degree of consensus among family members about family values Value congruence – involves the amount of value agreement between employee and employer 6-42 Organizational Response to Work-Family/


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