VALUES, ATTITUDES, JOB ATTITUDES, JOB SATISFACTION.pptx

IT DESCRIBES THE VALUES, ATTITUDES, JOB ATTITUDES, JOB SATISFACTION

1. VALUES, ATTITUDES, JOB ATTITUDES AND JOB SATISFACTION BY, JEGAN JOSEPH.J RA2022321010008 MHA 1 ST YEAR

2. VALUES Basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.

3. WORK VALUES   A worker’s personal convictions about what outcomes one should expect from work and how one should behave at work. The most general and long-lasting feelings and beliefs people have that contribute to how they experience work. Values can be intrinsic (i.e., Related to the nature of work itself) or extrinsic (i.e., Related to the consequences of work).

4. IMPORTANCE OF VALUES 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.

5. TYPES OF VALUES 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.

6. ATTITUDES Evaluative statements or judgments concerning objects, people or events. Attitudes reflect how one feels about something.

7. THREE COMPONENTS OF AN ATTITUDE Cognitive  The opinion or belief segment of an attitude. Affective  The emotional or feeling segment of an attitude. Behavioral  An intention to behave in a certain way toward someone or something.

8. CONSISTENCY OF ATTITUDES People seek consistency among their attitudes and between their attitudes and their behavior. When there is an inconsistency, the individual may alter either the attitudes or behavior, or develop a rationalization for the discrepancy.

9. SELF-PERCEPTION THEORY Attitudes are used after the fact to make sense out of an action that has already occurred. The view that behavior influences attitudes Argues that attitudes are used after the fact to make sense out of an action that has already occurred rather than as devices that proceed and guide action. Tend to infer attitude from behavior when you have had few experiences regarding an issue.  

10. THE THEORY OF COGNITIVE DISSONANCE Any incompatibility between two or more attitudes or between behavior and attitudes. Desire to reduce dissonance - Importance of elements creating dissonance. - Degree of individual influence over elements. - Rewards involved in dissonance.

11. PREDICTING BEHAVIOIR FROM ATTITUDES Important attitudes have a strong relationship to behavior. The closer the match between attitude and behavior, the stronger the relationship behavior. Specific attitudes predict specific behavior General attitudes predict general behavior The more frequently expressed an attitude, the better predictor it is. High social pressures reduce the relationship and may cause dissonance. Attitudes based on personal experience are stronger predictors.

12. MAJOR JOB ATTITUDES Job satisfaction Job involvement Psychological empowerment Organizational commitment - affective commitment - continuance involvement - normative commitment Perceived organizational support Employee engagement

13. Job Satisfaction A positive feeling about the job resulting from an evaluation of its characteristics. Job Involvement Degree of psychological identification with the job where perceived performance is important to self-worth. Psychological Empowerment Belief in the degree of influence over the job, competence, job meaningfulness, and autonomy. ORGANIZATIONAL COMMITMENT Identifying with a particular organization and its goals, while wishing to maintain membership in the organization. Three dimensions Affective – Emotional attachment to organization Continuance commitment – Economic value of staying Normative – Moral or ethical obligations

14. Perceived Organizational Support (POS) Degree to which employees believe the organization values their contribution and cares about their well­ being. Higher when rewards are fair, employees are involved in decision­-making, and supervisors are seen as supportive. Employee Engagement The degree of involvement, satisfaction with, and enthusiasm for the job. Engaged employees are passionate about their work and company.

15. JOB SATISFACTION It is the integral component of organization. It is also an important element in Management employee relationship. “Job satisfaction will be defined as the amount of overall positive affect that individual have towards their jobs.” - Keith Davis Measuring job satisfaction Single global rating Summation score

16. DETERMINANTS OF JOB SATISFACTION PERSONAL FACTORS - Age - Gender - Education ORGANIZATIONAL FACTORS - Supervision - The Work group - Occupational level - Job content - Pay and Promotion - Security of jab

17. THE EFFECT OF JOB SATISFACTION ON EMPLOYEE PERFORMANCE Satisfaction and Productivity Satisfied workers aren’t necessarily more productive. Worker productivity is higher in organizations with more satisfied workers. Satisfaction and Absenteeism Satisfied employees have fewer avoidable absences. Satisfaction and Turnover Satisfied employees are less likely to quit. Organizations take actions to retain high performers and to weed out lower performers .

18. HOW EMPLOYEES CAN EXPRESS DISSATISFACTION Exit - Behavior directed toward leaving the organization. Voice - Active and constructive attempts to improve conditions. Loyalty - Passively waiting for conditions to improve. Neglect - Allowing conditions to worsen.

19. Satisfaction and Organizational Citizenship Behavior (OCB) : Satisfied employees who feel fairly treated by and are trusting of the organization are more willing to engage in behaviors that go beyond the normal expectations of their job. Job Satisfaction and Customer Satisfaction : Satisfied employees increase customer satisfaction because: They are more friendly, upbeat, and responsive. They are less likely to turnover which helps build long-term customer relationships. They are experienced. Dissatisfied customers increase employee job dissatisfaction.

20. Causes of Job Satisfaction Pay influences job satisfaction only to a point. Personality can influence job satisfaction. - Negative people are usually not satisfied with their jobs. - Those with positive core self-­evaluation are more satisfied with their jobs. Need fulfillment - Satisfaction is based on the extent to which a job satisfies a person’s needs. Discrepancies - Satisfaction is determined by the extent to which an individual receives what he or she expects from a job. Value attainment - Satisfaction results from the extent to which a job allows fulfillment of one’s work values. Equity - Satisfaction is a function of how “fairly” an individual is treated at work. Trait/genetic components - Satisfaction is partly a function of personal traits and genetic factors.

21. REFERENCES Organizational Behavior / Stephen P. Robbins, Timothy A. Judge. – 15 th Edition.