• “It’s your attitude, more than your

aptitude, that will determine your

altitude.”
– Zig Ziglar
 Evaluative statements – either favorable
or unfavorable – concerning objects,
people or events
 Attitudes reflect how one feels about
something
 GOOGLE – GREAT PLACE TO WORK

 To a positive thinker , it can be a

stepping stone to success
 To a negative thinker it may be a
stumbling block
Cognition – an opinion or belief
“I just found out I am paid 20% less than my
coworkers.”

Affect – the emotional or feeling segment

associated with that belief
“I feel angry that I am not being treated fairly.”

Behavior – the intention to behave in a

certain way
“I am going to quit this job soon as I can.”
 90/10 Principle (reference Stephan Covey)
 Controllable factor
 Uncontrollable factors
 Effective Choice

Don’t blame others for your problems….we

own our DESTINY
 Job Satisfaction
 Job Involvement
 Organizational Commitment
 Job Satisfaction refers to the general attitude of
employees towards their job, the difference between
amount of rewards workers receive and the amount they
believe that they should receive

 Job satisfaction is a collection of attitudes about specific

factors of job
 Job Performance
 Satisfied workers are
more productive AND
more productive workers
are more satisfied!
 The causality may run
both ways.
 Organizational
Citizenship Behaviors
 Satisfaction influences
OCB through
perceptions of fairness.
 Customer Satisfaction
 Satisfied frontline
employees increase
customer satisfaction and
loyalty.
 Absenteeism
 Satisfied employees are
moderately less likely to
miss work.
 Turnover
 Satisfied employees are less likely to quit.

 Workplace Deviance
 Dissatisfied workers are more likely to unionize, abuse substances, steal,
be tardy, and withdraw.

Despite the overwhelming evidence of the impact of job

satisfaction on the bottom line, most managers are either
unconcerned about or overestimate worker satisfaction.
 Destructive to Constructive

Exit Voice
Passive to Active

Neglect Loyalty
Eg: Tata Motors, Ford
 Affective commitment
 Continuance commitment
 Normative commitment
 Perceived organizational support
Proper rewards, supportive supervisors, voice in
decision making

 Employee engagement
Individual’s involvement with, satisfaction with,
and enthusiasm for the work
 Managers should watch employee attitudes:
 They give warnings of potential problems
 They influence behavior
 Managers should try to increase job satisfaction
and generate positive job attitudes
 Reduces costs by lowering turnover, absenteeism, tardiness,
theft, and increasing OCB
 Focus on the intrinsic parts of the job: make work
challenging and interesting
 Pay is not enough
 Values - enduring beliefs and expectations
held to be important guides to behavior by a
person or group of people

 They define the right or wrong, good or bad

  Values differ between generations.
 Values differ between regions.
 Values differ between cultures.

Eg – The 1st generation employee had strong values such as honesty, hardworking ,
originality
Today’s generation smart working ,want everything over the platter, job hoppers big
expectations
Minimum efforts to be taken , failure of the youth to converse fluently in their mother
tongue
Eg –Values differ from south and north Indians
 Provide understanding of the attitudes,
motivation, and behaviors of individuals
and cultures.
 Influence our perception of the world
around us.
 Represent interpretations of “right” and
“wrong.”
 Imply that some behaviors or outcomes
are preferred over others.
Terminal Values
Desirable end-states of
existence; the goals that a
person would like to achieve
during his or her lifetime.

Instrumental Values
Preferable modes of behavior
or means of achieving one’s
terminal values.
Source: Based on W. C. Frederick and J. Weber, “The Values of Corporate Managers and Their Critics: An Empirical Description and Normative Implications,” in
W. C. Frederick and L. E. Preston (eds.) Business Ethics: Research Issues and Empirical Studies (Greenwich, CT: JAI Press, 1990), pp. 123–44.
 Entered Approximate
Cohort Dominant Work Values
Workforce Current Age
Socialists 1950s to the late 55+ Hardworking, conservative, conforming;
1980s loyalty to the organization; emphasis on
a secure life

Liberals Early 1990s to Mid-40s to mid- Success, achievement, ambition, dislike

2000 60s of authority; loyalty to career
Xers 2000–2005 Late 20s to early Work/life balance, team-oriented, dislike
40s of rules; want financial success; loyalty
to self and relationships

Millennials 2005 to present Early 20s Comfortable with technology,

entrepreneurial; high sense of
entitlement
 We believe that the softest pillow is a clear conscience. The
values that drive us underscore our commitment to:
 Client Value: To surpass client expectations consistently
 Leadership by Example: To set standards in our business and
transactions and be an exemplar for the industry and
ourselves
 Integrity and Transparency: To be ethical, sincere and open in
all our transactions
 Fairness: To be objective and transaction-oriented, and
thereby earn trust and respect
 Excellence: To strive relentlessly, constantly improve
ourselves, our teams, our services and products to become the
best
 Tata has always been values-driven. These values continue to
direct the growth and business of Tata companies. The five core Tata values
underpinning the way we do business are:
 Integrity: We must conduct our business fairly, with honesty and
transparency. Everything we do must stand the test of public scrutiny.
 Understanding: We must be caring, show respect, compassion and
humanity for our colleagues and customers around the world, and always
work for the benefit of the communities we serve.
 Excellence: We must constantly strive to achieve the highest possible
standards in our day-to-day work and in the quality of the goods and
services we provide.
 Unity: We must work cohesively with our colleagues across the group and
with our customers and partners around the world, building strong
relationships based on tolerance, understanding and mutual cooperation.
 Responsibility: We must continue to be responsible, sensitive to the
countries, communities and environments in which we work, always
ensuring that what comes from the people goes back to the people many
times over.