Summary organizational behaviour chapters 3, 5 till 10
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Course
Organizational behaviour (CAB1)
Institution
Hanzehogeschool Groningen (Hanze)
Book
Organizational Behavior
This is a summary from the book Organizational behaviour 19th edition from the chapters, 3 and 5 till 10.
I made this summary for CAB1 in the first period of the first year at the hanzehogeschool. At the exam I got a 7.4 only using this summary.
Test Bank for Organizational Behavior, 18th Edition by Stephen P. Robbins, 9780134729329, Covering Chapters 1-18 | Includes Rationales
Test Bank: Organizational Behavior, 18th Edition by Stephen P. Robbins - Chapters 1-18, 9780134729329 | Rationals Included
Test Bank for Organizational Behavior , 18th Edition by Stephen P. Robbins, 9780134729329, Covering Chapters 1-18 | Includes Rationales
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Hanzehogeschool Groningen (Hanze)
International Business and Languages
Organizational behaviour (CAB1)
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Chapter 3
3.1 Attitudes
Definition: evaluative statements about objects, people or events. (They reflect how we feel about
something)
3 components:
-cognitive: The opinion or belief segment of an attitude. (My pay is low)
- affective: the emotional or feeling segment of an attitude. (I am angry over how little I get paid)
- behavioural: an intention to behave in a certain way toward someone or something. (I am going to
start looking for another job that pays better)
3.2 Attitudes and behaviour
- Cognitive dissonance: any incompatibility between two or more attitudes or between
behaviour and attitudes.
The desire to reduce dissonance depends on these factors:
- Importance of the elements creating dissonance
- Influence we believe we have over the elements
- Rewards (hight rewards accompanying high dissonance tend to reduce tension inherent to
the dissonance.
Most powerful moderators of the attitude-behaviour relationship are:
- Importance of the attitude
- Correspondence to behaviour
- Accessibility
- Presence of social pressure
- Direct experience
3.3 Job attitudes
3 types of attitudes OB focuses on:
Job satisfaction: a positive feeling about one’s job resulting from its characteristics. (high job
satisfaction means a person has positive feelings about the job).
Job involvement: the degree to which a person identifies with a job, actively participates in it, and
considers performance important to self-worth. (An employee with high job
involvement strongly identifies with and care about the kind of work they do).
,Psychological empowerment: employee’s belief in the degree to which they affect their work
environment, their competence, the meaningfulness of their job and their autonomy
of their work.
Organizational commitment: the degree to which an employee identifies with a particular
organization and its goals and wishes to maintain membership in the organization.
(employees who are committed will be less likely to discontinue membership)
Emotional attachment to an organization and its belief is the gold standard.
Perceived organizational support (POS): the degree to which employees believe an organization
values their contribution and cares about their well-being.
Power distance: the degree to which people in a country accept that power in institutions and
organizations is distributed unequally.
Employee engagement: the degree of enthusiasm an employee feels for the job.
(The higher engaged employee is much more productive.)
3.4 Job satisfaction
Meaning: A positive feeling about a job resulting from an evaluation from its characteristics.
Measuring job satisfaction
- Single global method: response to one question; all things considered, how satisfied are you
with your job? (Scale of 1 to 5)
- Summation of job facets: identifies key elements such as type of work, skills needed,
supervision, present pay, promotion opportunities, culture, and relationships with
coworkers. (Respondents rate on scale and researchers add ratings to create an overall job
satisfaction score.)
3.5 What causes job satisfaction
Job conditions
- Intrinsic nature of work is most important
- Social interactions
- Supervision
Personality
- People who have a positive core-self-evaluation (CSA) are more satisfied with their jobs.
- CSA: believing in one's inner worth and basic competence.
Pay
- Effects become smaller once an individual reaches a standard level of comfortable living.
- Money does motivate us, but it is not necessarily what makes us happy
Corporate social responsibility (CSR)
, - CSR: an organization’s self-regulated actions to benefit society or the environment beyond
what is required by law.
- Triple bottom line: people, planet and revenue (important for millennials)
Few issues of CSR in need to address:
- Not all projects are equally meaningful for every employee. Requiring that all employees
participate in these projects may decrease satisfaction with some employees.
- Some organizations require employees to contribute in a prescribed manner. Pressuring
people to go above and beyond in ways that are not natural for them can burn them out for
future projects.
- It can be disconnected to employee's actual job providing no increase to job satisfaction.
They may wonder: if I really want to make a change, why would I sit here?
3.6 Outcomes of job satisfaction
Three outcomes of job satisfaction:
- Job performance: happy employees are more productive
- Organizational citizenship behaviour: people who are satisfied are more likely to engage in
citizenship behaviour (trust and personality are important)
- Customer satisfaction: employees that are satisfied lead to customer satisfaction
3.7 the impact of job dissatisfaction
What is the exit-voice-loyalty-neglect framework: A theoretical model for understanding the of job
satisfaction.
Exit: (linked to performance variables)
- Dissatisfaction expressed through behaviour directed toward leaving the organization.
Voice:
- Dissatisfaction expressed through active and constructive attempts to improve conditions.
Loyalty:
- Dissatisfaction expressed by passively waiting for conditions to improve.
, Neglect: (linked to performance variables)
- Dissatisfaction expressed through allowing conditions to worsen.
Counterproductive work behaviour (CWB)
- Actions that actively damage the organization, including stealing, behaving aggressively
towards coworkers, or being late or absent.
- Caused by job dissatisfaction, personality
- Absenteeism: when there are a lot of alternatives the absenteeism rate of dissatisfied
employees is high, however when there are only a few alternatives the absenteeism rate is
as low as that from satisfied employees.
- Turnover: when there are a lot of alternatives the turnover rate will be higher than when
there are only a few alternatives.
Managers often don’t get it
- Regular surveys can reduce gaps between what manager think employees feel and they
really feel.
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