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JobAttitudesMarch18th,2014FinishingUpCulture…Whatdoesculturedo?•DefinesBoundaries•ConveysIdentity•FacilitatesCommitment•Enhancesthestabilityofthesocialsystem•Sense-makingOrganizationalClimate•Sharedperceptionsoforganizationalmembersabouttheirorganizationandworkenvironmento“Teamspirit”oftheorganization•Stronglyrelatedtojobsatisfaction,jobinvolvement,commitment,andmotivation•ManytypesofclimateCultureasaLiability•Culturecanbepotentiallydysfunctional•Institutionalization:whenanorganizationtakesonalifeofit’sown–itisvaluedforitself,andnotthegoodsorservicesitproduces•Barriersto…oChange:Whensharedvaluesdon’tagreewiththosethatfurtherorgeffectivenessoDiversity:DiversebehaviorsanduniquestrengthstypicallydiminishasindividualsassimilateoAcquisitionandmergersHowemployeeslearncultureCultureistransmittedtoemployeesthrough•Stories•Rituals•MaterialSymbols•LanguageCreatinganEthicalCulture…Managementshould….•Bevisiblerolemodels•Communicateethicalexpectations•Provideethicaltraining•Visiblerewardethicalbehavior•ProvideprotectivemechanismsCreatingaPositiveCulture!Managementshould…•Buildonemployeestrengths•Rewardmorethanitpunishes•EmphasizevitalityandgrowthJobAttitudesWhatisanattitude?•Anevaluativestatementorjudgmentconcerningobjects,people,orevents•ThreecomponentsoCognitiveoAffectiveoBehavioralTheComponentsofanAttitudeNegativeAttitudetowardssupervisorCognitiveMysupervisorgaveapromotiontoacoworkerwhodeserveditlessthanme.AffectiveIdislikemysupervisor!BehavioralI’mlookingforotherworkAttitudes&Behavior•Earlyresearchassumedthatattitudeswerecausallyrelatedtobehavior•CognitiveDissonance:Anincompatibilityanindividualmayperceivebetweentwoormoreattitudes,orbetweenattitudesandbehaviorCognitiveDissonanceModeratorsofAttitudes•Importanceoftheattitude•Theattitudescorrespondencetobehavior•Theaccessibilityoftheattitude•Thepresenceofsocialpressures•DirectexperiencewiththeattitudeJobAttitudes•Thepositiveornegativeevaluationsthatemployeesholdabouttheirworkenvironment•Focuseson:oJobSatisfactionoJobInvolvementoOrganizationalCommitmentJobInvolvement•Thedegreetowhichapersonidentifieswithajob,activelyparticipatesinit,andconsidersperformancetobeanimportantpartofself-worth•RelatedtoPsychologicalEmpowerment•PositivelyrelatedtoOrganizationalCitizenshipBehaviorandPerformanceOrganizationalCommitment•TheDegreetowhichanemployeeidentifieswithaparticularorganizationanditsgoals,andwishestomaintainmembershipinsaidorganization•ThreeTypesoAffectiveoContinuanceoNormative•NegativelyrelatedtotoabsenteeismandturnoverFocusonJobSatisfactionJobSatisfaction•Anemployeesoverallevaluationofhis/herjobMeasuringJobSatisfactionTwoApproaches•SingleGlobalRating•SummationofjobfacetsoNatureoftheWorkoSupervisionoPresentPayoPromotionOpportunitiesoRelationshipwithcoworkers•Whichdoyouthinkisbetter?GlobalMeasures•Kunin’sFacesScaleoPros:Simple,goodforpeoplewithlowerleveleducationoCons:DoesnotgetatsourceofdissatisfactionPaige’sfavoritejobsatisfactionmeasureSpecificMeasures•JobDescriptiveIndexo5Areasofsatisfaction+generalsatisfactionoJDIisthemostextensivelyresearchedoUsesnormativedataThinkofyourpresentjob.Intheblankbesideeachwordorphrase,write:•Yfor“yes”ifthisdescribesyourjob•Nfor“no”ifthisdoesnotdescribeyourjob•?IfyoucannotdecideWorkPayPromotionsCoworkersSupervisionJobinGeneral____Fascinating____Barelyliveonincome____Opportunitiessomewhatlimited___Stimulating___Doesn’tsuperviseenough___Pleasant____Pleasant____Bad____Promotiononability____Unpleasant___Aroundwhenneeded____Worsethanmost____Canseeresults____Wellpaid____Regularpromotions____Smart____Knowsjobwell____Worthwhile::::::SpecificMeasures•MinnesotaSatisfactionQuestionnaireo20Facets!oCancalculateoveralljobsatisfactionscoreForthe20itemsonthisquestionnaire,selectyourresponsefromoneofthefollowing:1.Verydissatisfied2.Dissatisfied3.Ican’tdecidewhetherIamsatisfiedornot4.Satisfied5.Verysatisfied1.Beingabletokeepbusyallthetime123452.Thechancetoworkaloneonthejob123453.Thechancetododifferentthingsfromtimetotime123454.Thechancetobe“somebody”inthecommunity123455.Thewaymybosshandleshis/herworkers12345Areworkerssatisfied?•Researchindicatesgenerally,yes!•ItvarieswithinthefacetsoPeoplearetypicallysatisfiedwithworkoverall,theworkitself,andtheircoworkersoNotsomuchonpayorpromotion•EmployeesinWesternCulturestendtobemoresatisfiedwiththeirjobsWhatcauses*jobsatisfaction?•Enjoyingthework•Likingyourcoworkers!•Enjoyingthesocialcontextoftheworkplace•Interdependence•Feedback•InteractionswithcoworkersoutsideofworkJobCharacteristics•JobsatisfactionistheresultofcomparisonbetweencurrentanddesiredstatesoComparisonother:Closeother(e.g.,coworkers)•Rangeofaffecttheory:eachdimensiononthejobisweigheddifferentlybydifferentpeople(Locke,1976)•StrongempiricalsupportExamplesofjobcharacteristicspeopleevaluate:•Skillvariety•Taskidentity•Tasksignificance•Autonomy•Feedback•Stress&workloadNationalUnemploymentRateSocialInformationProcessingoSocialInformationProcessingtheory(Salancik&Pfeffer,1977):Jobsare“socialconstructions”inpeople’sminds•Twoprimarymechanisms:oSelfPerceptionTheory(Bem,19