Human Behavior in Organization

Prepared by: Esmhel B. Briones, MBA TREY

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Work-Related
Attitudes
Chapter 4

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WHATISANATTITUDE?
ADEFINITION

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WHAT IS AN ATTITUDE?
• an attitude Is a relatively stable cluster of feelings, beliefs, and
behavioral predisposition (i.e., intentions) toward some specific
target. Attitudes consist of three major components: an
evaluative component, a cognitive component, and a
behavioral component.

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Evaluative Component
• refers to our liking or disliking of any particular target—be it a person,
thing, or event (what might be called the attitude object, the focus of the
attitude). You may, for example, feel positively or negatively toward your
boss, your co-workers, or the company logo. In fact, anything can be an
attitude object.

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Cognitive Component
• Attitudes involve more than feelings, however, they also involve
knowledge—things you know about an attitude object. For example, you
might believe that your company just lost an important contract, or that a
co-worker doesn't really know what he is doing. These beliefs may be
completely accurate or inaccurate, but they still comprise the personal
knowledge that contributes to your attitude. Such beliefs are referred to
as the cognitive component of attitudes.

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Behavioral Component
• A predisposition to act in a certain way. It is very important to caution
that a predisposition may not perfectly predict one's behavior.
• Naturally, what you believe about something and the way you feel about
it will influence the way you are predisposed to behave. For example, if
you believe that your boss is a crook, and you dislike this, you may be
inclined to report him to the authorities and to begin looking for a new
job.

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 Insert or Drag and Drop
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FEELINGSABOUTOURWORK

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Theories of Job Satisfaction and Their Implications
• Although there are many different approaches to understanding job
satisfaction, two particular ones stand out as providing our best insight
into this very important attitude—the two-factor theory of job
satisfaction, and value theory.

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Herzberg’s Two-factor Theory of Job Satisfaction.
• There is no more direct way to find out what causes people's satisfaction
and dissatisfaction with their jobs than to ask them. Over 30 years ago
Frederick Herzberg did just this. He assembled a group of accountants
and engineers and asked them to recall incidents that made them feel
especially satisfied and especially dissatisfied with their jobs.
• His results were surprising: Different factors accounted for satisfaction
and dissatisfaction. Rather than finding that the presence of certain
variables made people feel satisfied and that their absence made them
feel dissatisfied, as you might expect, Herzberg found that satisfaction
and dissatisfaction stemmed from two different sources. For this reason,
his approach is widely referred to as the two- factor theory of job
satisfaction.

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What are the two factors?
• In general, people were satisfied with aspects of their jobs that
had to do with the work itself or to outcomes directly resulting
from it. These included things such as chances for promotion,
opportunities for personal growth, recognition, responsibility,
and achievement. Because these variables were associated with
high levels of satisfaction, Herzberg referred to them as
motivators. However, dissatisfaction was associated with
conditions surrounding the job, such as working conditions, pay,
security, relations with others, and so on, rather than the work
itself. Because these variables prevent dissatisfaction when
present, they are referred to as hygiene factors (or
maintenance factors).
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HERZBERG’STWO-FACTOR THEORY

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Value Theory
• This theory argues that almost any factor can be a source of job
satisfaction so long as it is something that people value. The less people
have of some aspect of the job (e.g., pay, learning opportunities) relative
to the amount they want, the more dissatisfied they will be—especially
for those facets of the job that are highly valued. Thus, value theory
focuses on discrepancies between what people have and what they want:
the greater those discrepancies, the more dissatisfied they will be.

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Consequences of Insert or Drag and Drop

Job Dissatisfaction
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Employee Withdrawal: Voluntary Turnover and Absenteeism
• As you might expect, people who are dissatisfied with their jobs want
little to do with them—that is, they withdraw. An extreme form of
employee withdrawal is quitting, formally referred to as voluntary
turnover. Withdrawal also may take the form of absenteeism.

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Employee Withdrawal: Voluntary Turnover and Absenteeism.
• Research has shown that the more dissatisfied people are with their jobs,
the more likely they are to be absent and to resign.
• Job dissatisfaction is likely to be only one of many factors responsible for
someone's decision to resign or to stay off the job.
• Whether or not people will quit their jobs is likely to depend on several
factors. Among them is likely to be the availability of other jobs. So, if
conditions are such that alternative positions are available, people may be
expected to resign in response to dissatisfaction.

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Tips for Boosting Job Satisfaction
• 1. Pay people fairly
• 2. Improve the quality of supervision
• 3. Decentralize organizational power
• 4. Match people to jobs that fit their interests

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 ATTACHMENTTOCOMPANIES:
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COMMITMENT

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Varieties of Organizational Commitment
• Continuance Commitment: refers to the strength of a person's desire to
remain working for an organization due to his or her belief that it may be
costly to leave.
• Affective Commitment: the strength of people's desires to continue
working for an organization because they agree with its underlying goals
and values.
• Normative Commitment: This refers to employees' feelings of obligation
to stay with the organization because of pressures from others.

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Why strive for a Committed Workforce?
• Committed Employees Are Unlikely to Withdraw: The more committed
employees are to their organizations, the less likely they are to resign and
to be absent (what we referred to as withdrawal behavior in the context
of job satisfaction). Being committed leads people to stay on their jobs
and to show up for work when they are supposed to.
• Committed Employees Are Willing to Make sacrifices for the
Organization: Beyond remaining in their organizations, those who are
highly committed to them demonstrate a great willingness to share and
to make sacrifices required for the organization to thrive.

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Approaches to Developing Organizational Commitment
• 1. Enrich jobs. People tend to be highly committed to their organizations
to the extent that they have a good chance to take control over the way
they do their jobs and are recognized for making important contributions.
• 2. Align the interests of the company with those of the employees.
Whenever making something good for the company also makes
something good for its employees, those employees are likely to be
highly committed to those companies. Many companies do this quite
directly, by introducing profit sharing plans – that is, incentive plans in
which employees receive bonuses in proportion to the company’s
profitability. Such plans are often quite effective in enhancing
organizational commitment, especially when they are perceived to be
administered fairly.

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Approaches to Developing Organizational Commitment
• 3. Recruit and select new employees whose values closely match those
of the organization. Recruiting new employees is important not only
because it provides opportunities to find people whose values match
those of the organization, but also because of the dynamics of the
recruitment process itself.

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 NEGATIVEATTITUDES
TOWARD CO-WORKERS:
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PREJUDICE

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Anatomy of Prejudice: Basic Distinctions
• Stereotypes
• Discrimination
• Halo Effects

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STRATEGIES FOR OVERCOMING WORKPLACE PREJUDICE:
MANAGING A DIVERSE WORKFORCE
• Diversity Management Programs: approach is not just to hire a broader
group of people than usual, but to create an atmosphere in which diverse
groups can flourish.
Examples of objectives of diversity training programs include:
• 1. Making explicit and breaking down organizational members’
stereotypes that result in inaccurate perceptions and attributions.
• 2. Making members aware of different kinds of backgrounds,
experiences, and values.
• 3. Showing members how to deal effectively with diversity-related
conflicts and tensions.
• 4. Generally improving members’ understanding of each other.
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STRATEGIES FOR OVERCOMING WORKPLACE PREJUDICE:
MANAGING A DIVERSE WORKFORCE
Mentoring Programs: Mentoring is a process through which an
experienced member of an organization (the mentor) provides advice and
guidance to a less experienced member (the protégé) and helps the less
experienced person learn the ropes and do the right things to advance in
the organization.
Mentoring programs can be formal or informal. Successful mentoring
requires:
• An atmosphere of mutual respect.
• An atmosphere of mutual understanding.
• The mentor must have the protégé’s best interests in mind

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SEXUAL HARASSMENT
• The term harassment describes the behavior of a person or people that
another person finds offensive, aggravating, or otherwise unwelcome.
• Sexual harassment can be either economic or environmental and is
defined as unwelcome sexual advances, requests for sexual favors, or
other verbal or physical conduct of a sexual nature.
• A majority of sexual harassment complaints are brought by one coworker
against another. However, to be considered unlawful sexual harassment,
the harassing coworker’s conduct must interfere with the employee’s
work performance or create a hostile work environment. The sexually
harassing behavior must be unwelcome and severe or pervasive in a way
that causes the employee’s working conditions to become intolerable.

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SEXUAL HARASSMENT
For harassment to be considered unlawful, it must be ALL of the following:
• Related to a protected category
• Unwelcome
• Offensive to a reasonable person in the recipient’s position
• Severe or pervasive

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Key steps that organizations can take to combat the sexual harassment
problem include:
1. Develop a sexual harassment policy supported by top management. This
policy should:
• a. Describe and prohibit both quid pro quo and hostile work environment
sexual harassment.
• b. Provide examples of types of behaviors that are prohibited.
• c. Outline a procedure employees can follow to report sexual harassment.
• d. Describe the disciplinary actions that will be taken for instances of
sexual harassment.
• e. Describe the organization’s commitment to educating and training
organizational members about sexual harassment.

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Key steps that organizations can take to combat the sexual harassment
problem include:
2. Clearly communicate the organization’s sexual harassment policy
throughout the organization.
3. Investigate charges of sexual harassment with a fair complaint
procedure.
4. Take corrective action as soon as possible once it has been determined
that sexual harassment has taken place.
5. Provide sexual harassment training and education to all members of the
organization.

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 Insert or Drag and Drop your Photo Here

-end-

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