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INDIVIDUAL BEHAVIOR, VALUES,
ATTITUDES AND JOB SATISFACTION
Presented by
Wing Commander Manoaj Keppetipola
MBA (PIM-USJ), MDS (UoK), psc, BA Defence (Hons), Dip in HRM(IPM), MIPM,
AIM(SL), AITD(SL)
(Winner- National HR Excellence Special Category Awards Training &
Development 2012)
Corporate Trainer, Visiting Lecturer Institute of Personnel Management & Sir John
Kotelawela Defence University
0714 282828 / 0773 289892 @ [email protected]
Foundations of Individual Behavior
Three foundations of individual behavior in
organizations
Ability
Attitudes and
Learning
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Intellectual Ability
job performance
attitudes
Attitude
workplace
Job Satisfaction
Organizational Behavior
Ability
An individuals capacity to perform the various
tasks in a job
Current assessment of what one can do
Managers are less interested in
Whether people differ in terms of their abilities
More interested in knowing how people differ in
abilities
Using that knowledge to increase the likelihood
that an employee will perform his or her job well
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Intellectual Ability
Mental activities such as
Thinking
Reasoning and
Problem solving
Jobs differ in the demands incumbents to use their intellectual
abilities
More complex a job
The more general intelligence
Verbal abilities
Smart people
Learn jobs more quickly
More adaptable to changing
Intelligent people
Better job performers
More creative
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Ability and Job Fit
Employee performance is enhanced
When an employee and
Position are well matched
High abilityjob fit
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Attitudes
Attitudes are evaluative statements
Either favorable or unfavorable
Concerning objects, people, or events
Reflect how one feels about something
What are the main components of attitudes?
How consistent are attitudes?
Does behavior always follow from attitudes?
What are the major job attitudes?
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What Are the Main Components of Attitudes?
Attitudes have three components
Cognition
Affect and
Behavior
Cognition and Affect --- Inseparable
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Components of an Attitude
How Consistent are Attitudes?
Did you ever notice how people change what
they say so it doesnt contradict what they do?
People seek consistency
Among their attitudes
Between their attitudes
Their behavior
Individuals try to reconcile divergent attitudes
and align their attitudes to their behavior so they
appear rational and consistent
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How, you might wonder, do these people cope
with the ongoing barrage of data linking
cigarette smoking and negative health
outcomes? Following are some possibilities:
They can deny that any clear causation between smoking and
cancer, for instance, has been established
They can brainwash themselves by continually articulating the
benefits of tobacco
They can acknowledge the negative consequences of smoking but
rationalize that people are going to smoke and that tobacco
companies merely promote freedom of choice
They can accept the research evidence and begin actively working
to make more healthy cigarettes or at least reduce their availability
to more vulnerable groups, such as teenagers
They can quit their job because the inconsistency is too great.
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Cognitive Dissonance
Any inconsistency that an individual might
perceive between two or more attitudes, or
between behavior and attitudes
Individuals will seek a stable state in which
there is a minimum of dissonance
Dissonance= lack of consistency or
compatibility between actions or beliefs
No individual, of course, can completely avoid
dissonance
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Does Behavior Always Follow from Attitudes?
Attitudes were unrelated to behavior or, at
best, only slightly related
Attitudes significantly predict future behavior
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Attitude Moderating Variables
The most powerful moderators of the attitude
behavior relationship are these:
Importance of the attitude
Its specificity
Its accessibility
The existence of social pressures
A persons direct experience with the attitude
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What Are the Major Job Attitudes?
A person can have thousands of attitudes, but
OB focuses our attention on a very limited
number of work-related attitudes
Work-related attitudes tap positive or
negative evaluations that employees hold
about aspects of their work environment
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Job
Satisfaction
OB
Organizational
Commitment
Job
Involvement
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Perceived
Organizational
Support
Employee
engagement
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Job Satisfaction
Job satisfaction can be defined as a positive
feeling about ones job resulting from an
evaluation of its characteristics
A person with a high level of job satisfaction
holds positive feelings about the job, while a
person who is dissatisfied holds negative
feelings about the job
Contd
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Job Involvement
Much less studied than job satisfaction
Job involvement measures the degree to
which people identify psychologically with
their job and consider their perceived
performance level important to self-worth
Employees with a high level of job
involvement strongly identify with and really
care about the kind of work they do
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Psychological Empowerment
Good leaders empower their employees by
Involving them in decisions
Making them feel that their work is important,
Giving them discretion to do their own thing
High levels of job involvement and
psychological empowerment are positively
related to organizational citizenship and job
performance
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Psychological
Empowerment
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Organizational Commitment
The state in which an employee identifies with
a particular organization and its goals and
wishes to maintain membership in the
organization is referred to as organizational
commitment
High job involvement means identifying with
ones specific job
High organizational commitment means
identifying with ones employing organization
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Dimensions of Organizational Commitment
Affective Commitment: an emotional
attachment to the organization and a belief in
its values
Continuance Commitment: the perceived
economic value of remaining with an
organization compared to leaving it
Normative commitment: an obligation to
remain with the organization for moral or
ethical reasons
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ContdJob Satisfaction
Few questions related to the job satisfaction
relevant to managers:
How satisfied are employees in their jobs?
What causes an employee to have a high level of
job satisfaction?
How do dissatisfied and satisfied employees affect
an organization?
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How satisfied are People in their Jobs?
Are most people satisfied with their jobs?
The answer seems to be a qualified Yes
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Average Job Satisfaction Levels by Facet
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What Causes Job Satisfaction?
Think about the best job you ever had
What made it so? Chances are you probably
liked the work you did
In fact, of the major job-satisfaction facets
work itself, pay, advancement opportunities,
supervision, coworkersenjoying the work
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Job Satisfaction and Job Performance Are
happy workers more productive workers?
Some researchers used to believe that the
relationship between job satisfaction and job
performance was nonexistent
Some suggested that the correlation is pretty
strong
When satisfaction and productivity data are
gathered for the organization as a whole, we find
that organizations with more satisfied
employees tend to be more effective than
organizations with fewer satisfied employees
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Job Satisfaction and Customer
Satisfaction
Employees in service jobs often interact with
customers
Since the management of service organizations
should be concerned with pleasing those
customers, it is reasonable to ask Is employee
satisfaction related to positive customer
outcomes?
For frontline employees who have regular contact
with customers, the answer is Yes.
The evidence indicates that satisfied employees
increase customer satisfaction and loyalty
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Job Satisfaction and Absenteeism
A consistent negative relationship between
satisfaction and absenteeism
It certainly makes sense that dissatisfied
employees are more likely to miss work
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Learning
All complex behavior is learned
If we want to explain and predict behavior, we
need to understand how people learn
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Definition of Learning
Learning is any relatively permanent change in
behavior that occurs as a result of experience
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Several components of this definition
deserve clarification:
Learning involves change. Change may be good or bad.
People can learn unfavorable behaviorsto hold
prejudices or to shirk their responsibilities, for
exampleas well as favorable behaviors.
The change must become ingrained. Immediate
changes may be only reflexive or a result of fatigue (or
a sudden burst of energy) and thus may not represent
learning.
Some form of experience is necessary for learning.
Experience may be acquired directly through
observation or practice, or it may be acquired
indirectly, as through reading.
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Theories of Learning
Operant Conditioning
Behavior is a function of its consequences,
according to the theory of operant conditioning
People learn to behave to get something they
want or to avoid something they dont want
Social Learning
Individuals can also learn by observing what
happens to other people and just by being told
about something, as well as by direct experiences
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Shaping
Because learning takes place on the job as
well as prior to it, managers will be concerned
with how they can teach employees to behave
in ways that most benefit the organization
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For further assistance in this subject, you
may Contact me over:
Wing Commander Manoaj Keppetipola
:
[email protected] or
: 0714 282128 , 0773 289 892
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