1. Learning Objectives: – Discover what are work related attitudes – Explain the meaning of Job Satisfaction, Commitment and Organisational Citizenship Behaviour – Discuss the influence of work related attitudes for organisations on organisation’s priorities – Present what measures can organisations adopt in order to shape favorable attitudes at work

2. Always towards something or someone Do not change without effort and willingness ‘Tendency’ suggests a default response to a given trigger “…Reflect an individual’s persistent tendency to think, feel and behave towards an object in a particular way involving favor or disfavor.”

3. The two most researched Work Attitudes Job satisfaction is an emotional state generated by evaluation or appraisal of one’s job experiences – An employee who is satisfied with his/her job is said to derive happiness or pleasure from his/her job or experience at the job – It is also a psychological state represented by thoughts and feelings as its indicators

4.  Organisational commitment has been found to be a more direct measure of turnover intentions than satisfaction as it reflects the extent to which an employee shares the organisational values and goals, wanting to continue membership of the organisation and willing to work hard for it Figure: 5. 2: Attitude at work and its outcomes. Adapted from Harrison (2006)

5.  Individual behaviour that is discretionary, not directly or explicitly recognized by the formal reward system, and in the aggregate promotes the efficient and effective functioning of the organisation

6. Encouraging Citizenship Behaviour – Dimensions of OCB: Sportsmanship, Organisational Loyalty, Individual Initiative, Civic virtue and Self Development Two work attitudes relevant to India: Karmayoga and Work Dedication – Karmayoga means a tendency to discharge one’s duties without lusting for the outcomes – Work Dedication is the disposition of the employee to voluntarily engage in affectively unpleasant, non- rewarding organisationally relevant behaviours. It is a more relevant concept in India.

7.  The Redesigning of Jobs Figure 5.4.3: Components of Job Design for motivated job Performance. Based on: Hackman and Oldham (1975)

8. Reinforcement: Anything that increases the frequency or intensity of a desired behaviour Punishment : Aimed at mainly to stop or reduce the frequency of undesirable activities Individual Incentive Systems – Usually in the form of money – They can strengthen goal commitment

9. Gainsharing or Group Incentive – When incentives are spread at group level, the best results are found when employees participate in decisionmaking and later share group incentive Goal Setting, Feedback and Bonus Pay Dispersion and Equity Employee Stock Ownership Plan (ESOPs) – The employee-owners are more committed to the success of the enterprise because business success is transferred directly into personal wealth. Incentive Stock Options (ISOs) allow ownership of stock contingent upon meeting specific performance criteria