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Managing Behavior In Organizations

Sixth Edition

Jerald Greenberg

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Work-Related Attitudes: Prejudice, Job Satisfaction, and Organizational Commitment

Chapter Five

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Learning Objectives

DISTINGUISH among the concepts of prejudice, stereotypes, and discrimination

DISTINGUISH between affirmative action plans and diversity management programs

DESCRIBE various theories of job satisfaction

IDENTIFY the consequences of having dissatisfied employees and DESCRIBE ways of boosting job satisfaction

DISTINGUISH among fundamental forms of organizational commitment

IDENTIFY the benefits of having a committed workforce and DESCRIBE ways of developing organizational commitment

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Three Good Reasons Why You Should Care About . . . Work-Related

Attitudes1. We are all potential victims of prejudice and

discrimination on the job; nobody is immune.

2. The more people are satisfied with their jobs and committed to their organizations, the less likely they are to be absent and voluntarily resign.

3. Changing attitudes is not impossible. There are specific things that practicing managers and their organizations can do to enhance the work-related attitudes of employees.

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Attitudes: What Are They?

Attitudes are relatively stable clusters of feelings, beliefs, and behavioral predispositions toward some specific object, person, or institutionEvaluative componentCognitive componentBehavioral component


Three Basic Components of Attitudes

Attitude Toward Boss:

Cognitive Component: “I believe that my boss is lazy”

Evaluative Component: “I don’t like lazy people”

Behavioral Component: “I try to avoid my boss when I can”


Work Related Attitudes

Work-related attitudes are the feelings people have about everything related to their jobs, whether it’s the work itself, superiors, coworkers, subordinates, or even the food in the company cafeteria.

Three major targets to consider:– Prejudice: attitudes toward others– Job satisfaction: attitudes toward the job– Organizational commitment: attitudes

toward the organization


Prejudice and Discrimination

Negative attitudes and behavior toward othersPrejudice may be defined as

negative feelings about people belonging to certain groups.

Organizational demography refers to the study of the composition of the workforce with respect to various characteristics.

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Anatomy of Prejudice

Stereotypes are beliefs that people who belong to certain groups possess certain characteristics.

Discrimination is a form of negative behavior associated with a given stereotype.

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Everyone Can Be a Victim

Prevalent targets of discriminationAgePhysical ConditionGender (being female)Sexual OrientationRace and National OriginReligion


Managing a Diverse WorkforceAffirmative action is a policy that has

been used to promote the nondiscriminatory treatment of women and members of minority groups in the workplace.– Nonpreferential affirmative action– Preferential affirmative action


Managing a Diverse WorkforceDiversity management efforts to

celebrate diversity by creating supportive, not just neutral, work environments.Orientation

Inclusion

The business case for diversity


Affirmative Action and Diversity Management


What Are Companies Doing?Tactics to promote diversity

Conduct diversity trainingUse leaders to send strong messages about

diversityRequire suppliers to promote diversityMake diversity a top priority

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Theories of Job Satisfaction

Job satisfaction - people’s feelings toward their jobs– Disposition model– Value theory– Social information processing model

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Dispositional Model

• Dispositional model of job satisfaction - the conceptualization proposing that job satisfaction is a relatively stable disposition of an individual – that is, a characteristic that stays with people across situations.

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Value Theory

Value theory of job satisfaction - a theory that focuses on discrepancies between what people want from a job and what they actually receive from the job, particularly in terms of outcomes that they value highly (e.g., pay, learning opportunities).

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Social Information Processing Model

Social information processing model - the idea that people’s attitudes toward their jobs are based on information they get from other people.

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Consequences of Job Dissatisfaction

Employee withdrawal - actions such as chronic absenteeism and voluntary turnover (i.e., quitting one’s job) that enable employees to escape from adverse organization situations Voluntary turnover - quitting Absenteeism - staying away from the job when

scheduled to work

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Reasons for Leaving a JobAffective: Does not enjoy the job or experiences in the organization

Contractual: Wants to get even with someone in the company who hasn’t done something that was expected

Constituent: Wants to end relationships with one or more of the people in the workplace

Alternative: Has more attractive job opportunities outside of the organization

Calculative: Believes that the future with the organization will be unpleasant in one or more ways

Normative: Faces pressure from within the company to leave

Behavioral: Believes that leaving the organization is easy because remaining there isn’t highly valued by others

Moral: Believes that quitting is ethically appropriate because it avoids stagnation


Job Performance and Satisfaction

Are dissatisfied employees poor performers?Job satisfaction and financial

performance are associatedGood financial performance by

companies promotes high levels of job satisfaction


Job Satisfaction and Injuries

Are happy workers safe workers?High performance work systems -

employees have the opportunity to participate in decision making, and are offered incentives to do so, as well as opportunities to develop skills. Job satisfaction and financial performance are associated.


Job Satisfaction and Injuries

Increased Job Satisfaction: - High- Performance Work Systems - Reduced Occupational Injuries


Job Satisfaction and LifeJob satisfaction is very important; satisfied

employees are often:More productiveLess likely to quitLess likely to experience serious accidentsMore likely to experience positive feelings and

moods at home

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Promoting Job Satisfaction

To improve job satisfaction:Pay people fairlyImprove the quality of supervisionDecentralize organizational powerMatch people to jobs that fit their

interests


Organizational Commitment

Organizational commitment - the extent to which an individual identifies and is involved with his or her organization and/or is unwilling to leave it



Varieties of organizational commitment– Continuance commitment - the strength of a person’s

desire to continue working for an organization because he or she needs to do so and cannot afford to leave.

– Affective commitment - the strength of a person’s desire to work for an organization because he or she agrees with its underlying goals and values.

– Normative commitment - the strength of a person’s desire to continue working for an organization because he or she feels obligations from others to remain there.



Organizational Commitment:

Continuance commitment: lack of options

Affective commitment: agreement with organization

Normative commitment: social pressure to remain

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Why Commitment Matters

Affectively committed employees: contribute to successful organizational

performance.are less likely to withdraw.are willing to make sacrifices for the organization.

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Developing Commitment

Make jobs more interestingAlign the interests of the company with

those of the employeesRecruit and select new employees whose

values closely match those of the organization

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