Chapter 6 Work-related Attitudes PDF

Behavior in Organizations Course content ▪ Chapter 1 : Introduction to Organizations Behaviors ▪ Chapter 2 : Organizational Justice, Ethics, and CSR ▪ Chapter 3 : Perception and Learning ▪ Chapter 4 : Individual Differences: Personality, Skills, and Abilities ▪ Chapter 6 : Work-related Attitudes: P...

Behavior in Organizations Course content ▪ Chapter 1 : Introduction to Organizations Behaviors ▪ Chapter 2 : Organizational Justice, Ethics, and CSR ▪ Chapter 3 : Perception and Learning ▪ Chapter 4 : Individual Differences: Personality, Skills, and Abilities ▪ Chapter 6 : Work-related Attitudes: Prejudice, Job Satisfaction, and Organizational Commitment ▪ Chapter 8 : Group Dynamics and Work Teams ▪ Chapter 11: Interpersonal Behavior at Work: Conflict, Cooperation, Trust, and Deviance ▪Chapter 12: Power and its Uses and Abuses in Organizations  Work-related Attitudes: Prejudice, Job Satisfaction, and Organizational Commitment CHAPTER 6 COPYRIGHT © 2011 PEARSON EDUCATION 1-1 Learning Objectives ▪ Define attitudes and work-related attitudes, and describe the basic components of attitudes. ▪ Distinguish between prejudice and discrimination, and identify various victims of prejudice in organizations. ▪ Describe some of the steps being taken by organizations to manage diversity in their workforces and the effectiveness of these practices. Learning Objectives ▪ Explain the concept of job satisfaction, and summarize three major theories of job satisfaction. ▪ Describe the consequences of job dissatisfaction and ways to promote job satisfaction. ▪ Describe the concept of organizational commitment, its major forms, the consequences of low levels of organizational commitment, and how to overcome them. Chapter Overview This chapter will explore feelings about people and things on the job, known as work-related attitudes. Attitudes toward jobs or organizations have profound effects on performance and quality of work life. This chapter’s discussion of work-related attitudes focuses on three major targets: attitudes toward others (including a special kind of negative attitude known as prejudice), attitudes toward the job (known as job satisfaction), and attitudes toward the organization (known as organizational commitment). 1-6 Basic Definitions: ▪Attitudes. Relatively stable clusters of feelings, beliefs, and behavioral intentions (predispositions) toward specific objects, people, or institutions. ▪Work-related Attitudes. This subset of attitudes refers to attitudes relating to any aspect of work or work settings. These include prejudice, job satisfaction, and organizational commitment. 1-7 Three Essential Components of Attitudes. 1-8 Three Essential Components of Attitudes. 1. Evaluative. This component of an attitude is the like or dislike of any particular person, item, or event. It describes how you feel about the attitude object (the focus of our attitude). 2. Cognitive. This second component reflects what we believe about the attitude object. These beliefs do not have to be truthful or accurate, merely beliefs. 3. Behavioral. The final component of attitudes is the predisposition to behave in a way consistent with the beliefs and feelings about the attitude object. The fact that a person may be predisposed to a behavior is not the same as saying they must perform that behavior; it is merely a propensity toward a given action. 1-9 PREJUDICE AND DISCRIMINATION: NEGATIVE ATTITUDES TOWARD OTHERS Prejudice. Negative attitudes toward the members of specific groups, based solely on the fact that they are members of those groups (such as race, creed, color, age, or sexual orientation). 1- 10 PREJUDICE AND DISCRIMINATION: NEGATIVE ATTITUDES TOWARD OTHERS The Challenge of Organizational Demography. Organizational Demography. The nature of the composition of a workforce with respect to various characteristics such as age, gender, and ethnic makeup. 1- 11 PREJUDICE AND DISCRIMINATION: NEGATIVE ATTITUDES TOWARD OTHERS The Challenge of Organizational Demography. 1.The Changing Workplace. The American workplace is becoming increasingly diverse due to three key trends: a. Birthrate. There have been unequal shifts in the birthrate with white couples having fewer children, while other ethnic groups have been increasing their birthrates. b. Immigration. Increasing numbers of foreign nationals are entering the American workforce. c. Gender Parity. At this point, about half of all American workers are women. 1- 12 PREJUDICE AND DISCRIMINATION: NEGATIVE ATTITUDES TOWARD OTHERS The Challenge of Organizational Demography. Challenges and Opportunities. Increased organizational diversity brings greater challenges as people with dissimilar backgrounds and interests attempt to work together. Diversity also brings with it the opportunity to bring in richer sources of data and divergent viewpoints to make better decisions. 1- 13 PREJUDICE AND DISCRIMINATION: NEGATIVE ATTITUDES TOWARD OTHERS 1- 14 PREJUDICE AND DISCRIMINATION: NEGATIVE ATTITUDES TOWARD OTHERS Anatomy of Prejudice: Some Basic Distinctions. 1. Stereotypes. Beliefs that individuals possess certain characteristics because of their membership in certain groups. Stereotypes can be positive or negative. 2. Discrimination. The behavior consistent with a prejudicial attitude; the act of treating someone negatively because of his or her membership in a specific group. 1- 15 PREJUDICE AND DISCRIMINATION: NEGATIVE ATTITUDES TOWARD OTHERS 1- 16 PREJUDICE AND DISCRIMINATION: NEGATIVE ATTITUDES TOWARD OTHERS 1- 17 PREJUDICE AND DISCRIMINATION: NEGATIVE ATTITUDES TOWARD OTHERS Everybody Can Be a Victim of Prejudice and Discrimination! 1.Prejudice Based on Age. 2.Prejudice Based on Physical Condition. 3. Prejudice Against Women. 4.Prejudice Based on Race and National Origin. 5. Prejudice Based on Religion. 1- 18 PREJUDICE AND DISCRIMINATION: NEGATIVE ATTITUDES TOWARD OTHERS Everybody Can Be a Victim of Prejudice and Discrimination! 1.Prejudice Based on Age. a. Older Workers. Stereotypes include: older workers are too set in their ways, they cannot be trained, and they will tend to be sick more often or be accident-prone. In response to these stereotypes, the Age Discrimination in Employment Act has been made federal law. b.Younger Workers. Older workers may feel uncomfortable around younger colleagues due to the different worldview held by those under 30. 1- 19 PREJUDICE AND DISCRIMINATION: NEGATIVE ATTITUDES TOWARD OTHERS Everybody Can Be a Victim of Prejudice and Discrimination! 2.Prejudice Based on Physical Condition. People who are not physically challenged are unsure how to treat disabled people and this may cause embarrassment for both parties. The Americans with Disabilities Act (ADA) of 1990 was enacted to help protect the rights of people with physical and mental disabilities. 1- 20 PREJUDICE AND DISCRIMINATION: NEGATIVE ATTITUDES TOWARD OTHERS Everybody Can Be a Victim of Prejudice and Discrimination! 3. Prejudice Against Women. The “glass ceiling” still exists despite increasing numbers of women in corporate ranks. Sex- role stereotypes persist regarding what tasks women should perform and what traits they should have (based on the prejudices of the observer). Specifically, this stereotype says that women are not as aggressive or determined as are men and therefore they are less likely to succeed in business. 1- 21 PREJUDICE AND DISCRIMINATION: NEGATIVE ATTITUDES TOWARD OTHERS Everybody Can Be a Victim of Prejudice and Discrimination! 4.Prejudice Based on Race and National Origin. The Equal Employment Opportunity Commission (EEOC) strives to protect individuals in the workplace from discrimination based on race, creed, color, or national origin. Despite the fact that the workplace is more diverse than ever in our history, discrimination still exists. 1- 22 PREJUDICE AND DISCRIMINATION: NEGATIVE ATTITUDES TOWARD OTHERS Everybody Can Be a Victim of Prejudice and Discrimination! 5. Prejudice Based on Religion. Religious intolerance, hateful actions taken against a person or group of a different faith, while outlawed, still occurs. Typically, Hindus and Muslims are most likely to be victims of religious intolerance in the United States. 1- 23 STRATEGIES FOR OVERCOMING WORKPLACE PREJUDICE: MANAGING A DIVERSE WORKFORCE Diversity Management Programs: What are companies doing? Diversity management programs fall into two categories: awareness-based and skills-based diversity training. The long-term goal of both types of programs is to create easier and more effective interactions between diverse groups of people. 1- 24 STRATEGIES FOR OVERCOMING WORKPLACE PREJUDICE: MANAGING A DIVERSE WORKFORCE Diversity Management Programs: 1. Conduct Diversity Training. It is designed to raise awareness and to get employees to recognize the underlying assumptions they make about other people and helps to develop effective interpersonal skills. There are four main tools used in this training: a. Cross-Cultural Understanding. Understanding cultural differences and the resulting behaviors. b. Intercultural Communication. Learning how to overcome verbal and nonverbal communication barriers. c. Facilitation Skills. Training on how to help others communicate more effectively. d. Flexibility and Adaptability. Learning to take new and different approaches to workplace situations. 1- 25 STRATEGIES FOR OVERCOMING WORKPLACE PREJUDICE: MANAGING A DIVERSE WORKFORCE Diversity Management Programs: 2. Use Leaders to Send Strong Messages About Diversity. 3. Require Suppliers to Promote Diversity. 4. Make Diversity a Top Priority. 1- 26 JOB SATISFACTION: ITS NATURE AND MAJOR THEORIES 1- 27 JOB SATISFACTION: ITS NATURE AND MAJOR THEORIES 1- 28 JOB SATISFACTION: ITS NATURE AND MAJOR THEORIES 1- 29 JOB SATISFACTION: ITS NATURE AND MAJOR THEORIES ▪The Nature of Job Satisfaction: Fundamental Issues. 1- The Dispositional Model of Job Satisfaction. This conceptualization proposes that job satisfaction is a relatively stable disposition of an individual, that is, a characteristic that stays with people across situations. a. Genetic Component. It appears that job satisfaction may be genetic, that is, it is an inherited trait. b. Affectivity. While genetics may have something to do with job satisfaction, affectivity appears to have a stronger correlation to job satisfaction. 1- 30 JOB SATISFACTION: ITS NATURE AND MAJOR THEORIES 2- Value Theory of Job Satisfaction. The theory that suggests that job satisfaction depends primarily on the match between the outcomes that individuals value in their jobs and their perceptions about the availability of such outcomes. This theory focuses on the discrepancies between what people have and what they want: the greater the discrepancy, the more dissatisfied they will be. 1- 31 JOB SATISFACTION: ITS NATURE AND MAJOR THEORIES 3- Social Information Processing Model. The conceptualization that people adopt attitudes and behaviors in keeping with the cues provided by others with whom they come into contact. What people say at work can affect the job satisfaction of those around them. 1- 32 CONSEQUENCES OF JOB DISSATISFACTION: Employee Withdrawal: Voluntary Turnover and Absenteeism. Actions, such as chronic absenteeism and voluntary turnover that enable employees to escape from adverse organizational situations. 1. Voluntary Turnover. A form of employee turnover in which the individual resigns freely from his or her job. While turnover may be the ultimate sign of job dissatisfaction, the relationship between the two concepts is more complex. Other factors such as availability of alternate jobs and the economic environment may preclude people from quitting immediately. 1- 33 CONSEQUENCES OF JOB DISSATISFACTION: The Unfolding Model of Voluntary Turnover. This is the concept that explains the cognitive processes through which people make decisions about quitting or staying on their jobs. 1- 34 CONSEQUENCES OF JOB DISSATISFACTION: 1- 35 CONSEQUENCES OF JOB DISSATISFACTION: The Unfolding Model of Voluntary Turnover. a. Four Possible Decision Paths. In this model are four possible paths employees can take while making the decisions to stay or quit. 1) Path 1: the shock occurs and that event matches an existing decision frame. The decision to stay or go is based on the decision frame. 2) Path 2: the shock occurs, but the event does not match any existing decision frame and there is no specific alternative job available. In this case, employees give additional thought to the matter and may or may not quit based on their feelings about the job itself. 1- 36 CONSEQUENCES OF JOB DISSATISFACTION: The Unfolding Model of Voluntary Turnover. a. Four Possible Decision Paths. In this model are four possible paths employees can take while making the decisions to stay or quit. 3) Path 3: the shock occurs, does not match any existing decision frame, but a specific alternative job is available. The employee will give additional thought to the situation, comparing the current job with the prospective job. Based on that assessment, the employee will stay or go. 4) Path 4: there is no shock to the system; therefore, no decision frame is considered. It is unlikely the employee will quit unless, upon additional consideration, the employee determines that the job dissatisfaction level is too high. 1- 37 CONSEQUENCES OF JOB DISSATISFACTION: 2. Absenteeism. Staying away from the job when scheduled to work. Absenteeism is a short-term reaction to job dissatisfaction. 1- 38 ORGANIZATIONAL COMMITMENT: ATTITUDES TOWARD COMPANIES Organizational Commitment. The extent to which an individual identifies with, and is involved with, his or her organization, or is unwilling to leave it. This organizational commitment, or loyalty, has decreased in recent decades. Organizational commitment is generally independent of job satisfaction. 1- 39 ORGANIZATIONAL COMMITMENT: ATTITUDES TOWARD COMPANIES 1- 40 ORGANIZATIONAL COMMITMENT: ATTITUDES TOWARD COMPANIES Varieties of Organizational Commitment. There are three distinct forms of organizational commitment: 1. Continuance Commitment. This is the strength of a person’s desire to continue working for an organization because he or she needs to do so or cannot afford to do otherwise. This is where the cost of leaving outweighs the pain of staying. 2. Normative Commitment. The strength of the person’s desire to continue working for an organization because he or she feels obligations from others to remain there. They continue to work because they do not want to disappoint employers or co-workers by resigning. 3. Affective Commitment. The strength of a person’s desire to work for an organization because he or she agrees with it and wants to do so. This is a value-based decision; employees are working for what they believe in. 1- 41 ORGANIZATIONAL COMMITMENT: ATTITUDES TOWARD COMPANIES 1- 42 ORGANIZATIONAL COMMITMENT: ATTITUDES TOWARD COMPANIES Why Strive for an Affectively Committed Workforce? 1. Affectively Committed Employees Contribute to Successful Organizational Performance. 2. Affectively Committed Employees Are Unlikely to Withdraw. The greater the commitment a person has toward an organization, the less likely he or she is to withdraw. 1- 43 ORGANIZATIONAL COMMITMENT: ATTITUDES TOWARD COMPANIES Why Strive for an Affectively Committed Workforce? 3. Affectively Committed Employees Are Willing to Make Sacrifices for Their Organizations. The more committed a person is, the more likely he or she is to exhibit organizational citizenship behaviors (OCB). 1- 44 Thank you