組織行為學(xué)個(gè)體一

ChapterLearningObjectivesAfterstudyingthischapter,youshouldbeableto:Contrastthethreecomponentsofanattitude.Summarizetherelationshipbetweenattitudesandbehavior.Compareandcontrastthemajorjobattitudes.Definejobsatisfactionandshowhowitcanbemeasured.Summarizethemaincausesofjobsatisfaction.Identifyfouremployeeresponsestodissatisfaction.ShowwhetherjobsatisfactionisarelevantconceptincountriesotherthantheUnitedStates.3-0Copyright?2011PearsonEducation,Inc.publishingasPrenticeHallCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall3-1Copyright?2011PearsonEducation,Inc.publishingasPrenticeHall3-2Copyright?2011PearsonEducation,Inc.publishingasPrenticeHall3-3AttitudesEvaluativestatementsorjudgmentsconcerningobjects,people,oreventsThreecomponentsofanattitude:TheemotionalorfeelingsegmentofanattitudeTheopinionorbeliefsegmentofanattitudeAnintentiontobehaveinacertainwaytowardsomeoneorsomethingSeeEXHIBIT3–13-4Copyright?2011PearsonEducation,Inc.publishingasPrenticeHallDoesBehaviorAlwaysFollowfromAttitudes?LeonFestinger–No,thereverseissometimestrue!CognitiveDissonance:AnyincompatibilitybetweentwoormoreattitudesorbetweenbehaviorandattitudesIndividualsseektoreducethisuncomfortablegap,ordissonance,toreachstabilityandconsistencyConsistencyisachievedbychangingtheattitudes,modifyingthebehaviors,orthroughrationalizationDesiretoreducedissonancedependson:ImportanceofelementsDegreeofindividualinfluenceRewardsinvolvedindissonance3-5Copyright?2011PearsonEducation,Inc.publishingasPrenticeHallModeratingVariablesThemostpowerfulmoderatorsoftheattitude-behaviorrelationshipare:ImportanceoftheattitudeCorrespondencetobehaviorAccessibilityExistenceofsocialpressuresPersonalanddirectexperienceoftheattitudeModeratingVariables3-6Copyright?2011PearsonEducation,Inc.publishingasPrenticeHallPredictingBehaviorfromAttitudesImportantattitudeshaveastrongrelationshiptobehavior.Thecloserthematchbetweenattitudeandbehavior,thestrongertherelationship:SpecificattitudespredictspecificbehaviorGeneralattitudespredictgeneralbehaviorThemorefrequentlyexpressedanattitude,thebetterpredictoritis.Highsocialpressuresreducetherelationshipandmaycausedissonance.Attitudesbasedonpersonalexperiencearestrongerpredictors.?3-7Copyright?2011PearsonEducation,Inc.publishingasPrenticeHallWhataretheMajorJobAttitudes?JobSatisfactionApositivefeelingaboutthejobresultingfromanevaluationofitscharacteristicsJobInvolvementDegreeofpsychologicalidentificationwiththejobwhereperceivedperformanceisimportanttoself-worthPsychologicalEmpowermentBeliefinthedegreeofinfluenceoverthejob,competence,jobmeaningfulness,andautonomy3-8Copyright?2011PearsonEducation,Inc.publishingasPrenticeHallAnotherMajorJobAttitudeOrganizationalCommitmentIdentifyingwithaparticularorganizationanditsgoals,whilewishingtomaintainmembershipintheorganization.Threedimensions:Affective–emotionalattachmenttoorganizationContinuanceCommitment–economicvalueofstayingNormative–moralorethicalobligationsHassomerelationtoperformance,especiallyfornewemployees.Lessimportantnowthaninthepast–nowperhapsmoreofanoccupationalcommitment,loyaltytoprofessionratherthanagivenemployer.3-9Copyright?2011PearsonEducation,Inc.publishingasPrenticeHallAndYetMoreMajorJobAttitudes…PerceivedOrganizationalSupport(POS)Degreetowhichemployeesbelievetheorganizationvaluestheircontributionandcaresabouttheirwell-being.Higherwhenrewardsarefair,employeesareinvolvedindecisionmaking,andsupervisorsareseenassupportive.HighPOSisrelatedtohigherOCBsandperformance.EmployeeEngagementThedegreeofinvolvementwith,satisfactionwith,andenthusiasmforthejob.Engagedemployeesarepassionateabouttheirworkandcompany.3-10Copyright?2011PearsonEducation,Inc.publishingasPrenticeHallAreTheseJobAttitudesReallyDistinct?No:theseattitudesarehighlyrelated.Variablesmayberedundant(measuringthesamethingunderadifferentname)Whilethereissomedistinction,thereisalsoalotofoverlap.Bepatient,OBresearchersareworkingonit!3-11Copyright?2011PearsonEducation,Inc.publishingasPrenticeHallJobSatisfactionOneoftheprimaryjobattitudesmeasured.Broadterminvolvingacomplexindividualsummationofanumberofdiscretejobelements.Howtomeasure?Singleglobalrating(onequestion/oneanswer)-BestSummationscore(manyquestions/oneaverage)-OKArepeoplesatisfiedintheirjobs?IntheU.S.,yes,butthelevelappearstobedropping.Resultsvarybyemployeefacetsofthejob.Payandpromotionarethemostproblematicelements.SeeEXHIBIT3–23-12Copyright?2011PearsonEducation,Inc.publishingasPrenticeHallPayinfluencesjobsatisfactiononlytoapoint.Afterabout$40,000peryear(intheU.S.),thereisnorelationshipbetweenamountofpayandjobsatisfaction.Moneymaybringhappiness,butnotnecessarilyjobsatisfaction.Personalitycaninfluencejobsatisfaction.Negativepeopleareusuallynotsatisfiedwiththeirjobs.Thosewithpositivecoreself-evaluationaremoresatisfiedwiththeirjobs.CausesofJobSatisfactionSeeEXHIBIT3–33-13Copyright?2011PearsonEducation,Inc.publishingasPrenticeHallEmployeeResponsestoDissatisfactionSeeEXHIBIT3–4ActivePassiveConstructiveDestructive3-14Copyright?2011PearsonEducation,Inc.publishingasPrenticeHallOutcomesofJobSatisfactionJobPerformanceSatisfiedworkersaremoreproductiveANDmoreproductiveworkersaremoresatisfied!Thecausalitymayrunbothways.OrganizationalCitizenshipBehaviorsSatisfactioninfluencesOCBthroughperceptionsoffairness.CustomerSatisfactionSatisfiedfrontlineemployeesincreasecustomersatisfactionandloyalty.AbsenteeismSatisfiedemployeesaremoderatelylesslikelytomisswork.3-15Copyright?2011PearsonEducation,Inc.publishingasPrenticeHallMoreOutcomesofJobSatisfactionTurnoverSatisfiedemployeesarelesslikelytoquit.Manymoderatingvariablesinthisrelationship.EconomicenvironmentandtenureOrganizationalactionstakentoretainhighperformersandtoweedoutlowerperformersWorkplaceDevianceDissatisfiedworkersaremorelikelytounionize,abusesubstances,steal,betardy,andwithdraw.Despitetheoverwhelmingevidenceoftheimpactofjobsatisfactiononthebottomline,mostmanagersareeitherunconcernedaboutoroverestimateworkersatisfaction.!3-16Copyright?2011PearsonEducation,Inc.publishingasPrenticeHall GlobalImplicationsIsJobSatisfactionaU.S.Concept?No,butmostoftheresearchsofarhasbeenintheU.S.AreEmployeesinWesternCulturesMoreSatisfiedWithTheirJobs?WesternworkersappeartobemoresatisfiedthanthoseinEasterncultures.PerhapsbecauseWesternersemphasizepositiveemotionsandindividualhappinessmorethandothoseinEasterncultures.SeeEXHIBIT3–53-17Copyright?2011PearsonEducation,Inc.publishingasPrenticeHallSummaryandManagerialImplicationsManagersshouldwatchemployeeattitudes:TheygivewarningsofpotentialproblemsTheyinfluencebehaviorManagersshouldtrytoincreasejobsatisfactionandgeneratepositivejobattitudesReducescostsbyloweringturnover,absenteeism,tardiness,theft,andincreasingOCBFocusontheintrinsicpartsofthejob:makeworkchallengingandinterestingPayisnotenough3-18Copyright?2011PearsonEducation,Inc.publishingasPrenticeHall如何提高員工工作滿意度Copyright?2011PearsonEducation,Inc.publishingasPrenticeHall3-19Copyright?2011PearsonEducation,Inc.publishingasPrenticeHall3-20Copyright?2011PearsonEducation,Inc.publishingasPrentic