Organizational Behaviour (Unit 4)

attitudes & work behaviour

Attitude

• fairly stable evaluative tendency to respond consistently to something

• specific

• dont always translate to behaviour

• ex. person, obj, situation

Attitude Origin

= influences behaviour towards obj/situation/person/group

• belief + value → attitude → behaviour

Attitudes: Organizational Commitment

• extent to which individual identifies w org (its goals)

• strength of link b/w individual + org

• shows probibility of individual remaining w org

3 Types of Organizational Commitment

• Affective: strong em attachment to org, stay cause they want to, ↑ w interesting work

• Continuance: percieved economic value of remaining w org, stay cause payed well/no better alternatives & feel if quit unable to support families (have to stay)

• Normative: feel obligation to stay w org, stay cause they think they should, ↑ = if beneifts/special training

Consequences of Organizational Commitment

• all ↓ chance of employees quitting

• affective: related to better work performance

• continuance: related to worse performance

• worse combo for employee/org: ↑ continuance w ↓ affective

• downside: unethical/illegal behaviour, family/work life conflict

Attitudes: Job Satisfaction

= collection of attitudes workers have about their jobs

composed of:

• facet satisfaction: job components → work itself, compensation, co workers, policy, benefits, working conditions, etc.

• overall: gen attitude to job as whole → average of attitudes towards diff facets of job

Determinators of Job Satisfaction

function of

• discrepancy b/w job outcomes person wants + those recieved

• fairness

• dispositional factors

• mood/em

Job Satisfaction: Discrepancy Theory

job satisfaction stems from discrepancy b/w job outcomes wanted + outcomes obtained

Job Satisfaction: Fairness

3 types:

• distributive (recieve outcomes they think are fair)

• procedural (process determining outcome seen as reasonable)

• interactional (feel they recieved respectful/informative communication about outcome)

Distributive Fairness- Equity Theory

provides way of understanding how people determine what is fair

ratio: outcomes over inputs = others outcomes over inputs

• input= anything people give up/offer/trade to org for outcomes (ex. hours worked, education, work performance)

• outcomes= factors org distributes to employees in exchange for their inputs (ex. bonus, recognition, salary)

Consequences of Fairness

• less satisfied w job

• less motivated to do best

• cynical/neg at work

• chronic work related stress

• intend to look for new job

Job Satisfaction: Dispositional Factors

= factors such as personality (ex. does personality relate to job satisfaction)

research:

• identical twins raised apart → similar js

• js fairly stable over time

• disposition in early adolescence correlated w job satisfaction as mature adult

Dispositional Factors: Personality Traits

↑ js w people who are:

• extraverted

• ↓ neuroticism

• ↑ self esteem/internal locus of control

• optimistic/proactive

Job Satisfaction: Moods & Emotions

• events at workplace

• em contagion → moods/em spread b/w people in group

• em labour → requirement for people to conform to display rules (ex. have to smile)

Determinating Factors of Job Satisfaction

• mentally challenging work (makes more satisfying → feels more important)

• meaningful work

• adequate compensation

• career oppurtuinites

• people (friendly/helpful coworkers)

Consequences of Job Satisfaction

greater js leads to less:

• absence from work

• turnover

• performance

• org citzenship behaviour (voluntary informal behaviour that contributes to org effectiveness)

• customer satisfaction/profit

Values

broad tendency to perfer certain states of affiars over others

• motivational

Hofstedes Study: Work Related Values

depends on:

• power distance: extent to which unequal distribution of power is accepted by society members

• uncertantiy avoidance: extent of people being uncomfortable w uncertain/ambigous situations

• masculinity/femininity

• individualism/collectivisim

• long/short term orientation

• cultural distance: extent to which cultures differ in values (may not work w countries w great difference)

• cultural tightness vs. loosness: more/less strong standards for behaviour

Cultural Intelligence

cabability to func/manage well in culturally diverse environments