组织行为学 罗宾斯 12版本 第3章

©2007PrenticeHallInc.Allrightsreserved.AttitudesandJobSatisfactionChapterTHREE©2007PrenticeHallInc.Allrightsreserved.AttitudesAttitudesEvaluativestatementsorjudgmentsconcerningobjects,people,oreventsAffectiveComponentTheemotionalorfeelingsegmentofanattitudeCognitiveComponentTheopinionorbeliefsegmentofanattitudeBehavioralComponentAnintentiontobehaveinacertainwaytowardsomeoneorsomething©2007PrenticeHallInc.Allrightsreserved.TheTheoryofCognitiveDissonanceDesiretoreducedissonancedependson:•Importanceofelementscreatingdissonance•Degreeofindividualinfluenceoverelements•RewardsinvolvedindissonanceCognitiveDissonanceAnyincompatibilitybetweentwoormoreattitudesorbetweenbehaviorandattitudesIndividualsseektoreducethisgap,or“dissonance”©2007PrenticeHallInc.Allrightsreserved.MeasuringtheA-BRelationshipRecentresearchindicatesthatattitudes(A)significantlypredictbehaviors(B)whenmoderatingvariablesaretakenintoaccount.ModeratingVariables•Importanceoftheattitude•Specificityoftheattitude•Accessibilityoftheattitude•Socialpressuresontheindividual•DirectexperiencewiththeattitudeAB©2007PrenticeHallInc.Allrightsreserved.Self-PerceptionTheoryAttitudesareusedafterthefacttomakesenseoutofanactionthathasalreadyoccurred.BA!And,©2007PrenticeHallInc.Allrightsreserved.TypesofAttitudesJobInvolvementIdentifyingwiththejob,activelyparticipatinginit,andconsideringperformanceimportanttoself-worthOrganizationalCommitmentIdentifyingwithaparticularorganizationanditsgoals,andwishingtomaintainmembershipintheorganization(Affective,Normative,andContinuanceCommitment)JobSatisfactionAcollectionofpositiveand/ornegativefeelingsthatanindividualholdstowardhisorherjob©2007PrenticeHallInc.Allrightsreserved.TypesofAttitudes,cont’dEmployeeEngagementAnindividual’sinvolvementwith,satisfactionwith,andenthusiasmfortheorganizationPerceivedOrganizationalSupport(POS)Degreetowhichemployeesfeeltheorganizationcaresabouttheirwell-being©2007PrenticeHallInc.Allrightsreserved.AnApplication:AttitudeSurveysAttitudeSurveysElicitingresponsesfromemployeesthroughquestionnairesabouthowtheyfeelabouttheirjobs,workgroups,supervisors,andtheorganization©2007PrenticeHallInc.Allrightsreserved.AttitudesandWorkforceDiversityTrainingactivitiesthatcanreshapeemployeeattitudesconcerningdiversity:–Participatingindiversitytrainingthatprovidesforself-evaluationandgroupdiscussions–Volunteerworkincommunityandsocialservecenterswithindividualsofdiversebackgrounds©2007PrenticeHallInc.Allrightsreserved.JobSatisfactionMeasuringJobSatisfaction–Singleglobalrating–SummationscoreHowSatisfiedArePeopleinTheirJobs?–Ingeneral,peoplearesatisfiedwiththeirjobs.–Dependsonfacetsofsatisfaction—tendtobelesssatisfiedwithpayandpromotionopportunities©2007PrenticeHallInc.Allrightsreserved.CausesofJobSatisfactionPayinfluencesjobsatisfactiononlytoapoint.–Afterabout$40,000ayear,thereisnorelationshipbetweenamountofpayandjobsatisfaction.Personalitycaninfluencejobsatisfaction.–Negativepeopleareusuallynotsatisfiedwiththeirjobs.©2007PrenticeHallInc.Allrightsreserved.HowEmployeesCanExpressDissatisfactionExitBehaviordirectedtowardleavingtheorganizationVoiceActiveandconstructiveattemptstoimproveconditionsNeglectAllowingconditionstoworsenLoyaltyPassivelywaitingforconditionstoimprove©2007PrenticeHallInc.Allrightsreserved.TheEffectofJobSatisfactiononEmployeePerformanceSatisfactionandProductivity–SatisfiedworkersaremoreproductiveANDmoreproductiveworkersaremoresatisfied!–Workerproductivityishigherinorganizationswithmoresatisfiedworkers.SatisfactionandAbsenteeism–Satisfiedemployeeshavefeweravoidableabsences.SatisfactionandTurnover–Satisfiedemployeesarelesslikelytoquit.–Organizationstakeactionstoretainhighperformersandtoweedoutlowerperformers.©2007PrenticeHallInc.Allrightsreserved.JobSatisfactionandOCBSatisfactionandOCBs–Satisfiedemployeeswhofeelfairlytreatedbyandaretrustingoftheorganizationaremorewillingtoengageinbehaviorsthatgobeyondthenormalexpectationsoftheirjob.©2007PrenticeHallInc.Allrightsreserved.JobSatisfactionandCustomerSatisfactionSatisfactionandCustomerSatisfaction–Satisfiedworkersprovidebettercustomerservice.Satisfiedemployeesincreasecustomersatisfactionbecause:–Theyaremorefriendly,upbeat,andresponsive.–Theyarelesslikelytoturnover,whichhelpsbuildlong-termcustomerrelationships.–Theyareexperienced.Dissatisfiedcustomersincreaseemployeejobdissatisfaction.©2007PrenticeHallInc.Allrightsreserved.Ingeneral,whenwethinkofattitudesandorganizations,wethinkof:1.JobSatisfaction2.Happiness3.JobInvolvement4.Moodatwork5.OrganizationalCommitment6.1and27.1,3,and5ChapterCheck-up:Attitudes©2007PrenticeHallInc.Allrightsreserved.ErnestoistheknownastheDonutHutKing—everydayhebringsdonutsandcoffeetotheofficeforeveryone.Hesaysithelpseveryonethinkmoreclearly!Ernestoisdemonstrating:1.Jobsatisfaction2.Organizationalcitizenshipbehavior3.Productivity4.Jobinvolvement5.ConscientiousnessChapterCheck-up:AttitudesWritedownthreethingssomeonecoulddoatworkthatwouldconstituteanOCB.Compareyourlistwithaneighbor’s.