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Work-Related Attitudes

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Title: Principles of Management Author: RHUGHES Last modified by: Vinay kumar Dixit Created Date: 8/22/2000 8:23:21 PM Document presentation format – PowerPoint PPT presentation

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Title: Work-Related Attitudes


1
Work-Related Attitudes
  • Job Satisfaction and Work Behaviors
  • High levels of job satisfaction do not
    necessarily lead to high job performance.

2
Work-Related Attitudes
  • Organizational Commitment
  • An attitude that reflects an individuals
    identification with and attachment to an
    organization.
  • Organizational Commitment and Work Behaviors
  • Employee commitment strengthens with an
    individuals age, years with the organization,
    sense of job security, and participation in
    decision making.
  • Committed employees have highly reliable habits,
    plan a longer tenure with the organization, and
    muster more effort in performance.

3
Affect and Mood in Organizations
  • Researchers have recently started to focus
    interest on the affective component of attitudes.
    Research now suggests that there are underlying
    stable predispositions toward fairly constant
    and predictable moods and emotional states.
  • Positive Affectivity a relatively stable
    tendency to be upbeat and optimistic, to have a
    sense of well being, and to see things in a
    positive light.
  • Negative Affectivity a relatively stable
    tendency to be downbeat and pessimistic and to
    see things in a negative light.

4
Perception and Perceptual Processes
  • Perception
  • The set of processes by which an individual
    becomes aware of and interprets information

5
The Perceptual Processes
Figure 9.3
6
Perception and Attribution
  • Perception is also closely linked with another
    process called Attribution.
  • Attribution is a mechanism through which we
    observe behavior and then attribute causes to it.
  • Attribution occurs as a result of consensus,
    consistency, and distinctiveness.

7
Perception and Attribution
  • Ways in Which Attributions Are Formed
  • Consensusthe extent to which other people in the
    same situation behave the same way.
  • Consistencythe extent to which the same person
    behaves the same way at different times.
  • Distinctivenessthe extent to which the same
    person behaves the same way in other situations.

8
Expectancy TheoryA Process Perspective
  • Developed by Victor Vroom
  • Suggests that motivation depends on two things
  • How much we want something and
  • How likely we think we are to get it

9
Expectancy TheoryA Process Perspective
  • Model of Motivation
  • Suggests that motivation leads to effort, when
    combined with ability and environmental factors,
    that results in performance which, in turn, leads
    to various outcomes that have value (valence) to
    employees.

10
Expectancy TheoryA Process Perspective
  • Theory is based on four basic assumptions.
  • Behavior is determined by a combination of forces
    in the individual and in the environment.
  • People make decisions about their own behavior in
    organizations.
  • Different people have different types of needs,
    desires, and goals.
  • People choose among alternatives of behaviors in
    selecting one that that leads to a desired
    outcome.

11
Expectancy TheoryA Process Perspective
  • Elements
  • Effort to performance expectancy is the
    probability that effort will lead to high
    performance
  • Performance to outcome expectancy is the
    perception that performance leads to a specific
    outcome
  • Outcome is the consequence or reward for
    performance
  • Valence is how much a particular outcome is valued

12
The Expectancy Model of Motivation
13
Porter-Lawler Extension
  • Assumptions
  • If performance in an organization results in
    equitable and fair rewards, people will be more
    satisfied.
  • High performance can lead to rewards and high
    satisfaction.
  • Types of rewards
  • Extrinsic rewardsoutcomes set and awarded by
    external parties (e.g., pay and promotions).
  • Intrinsic rewardsoutcomes that are internal to
    the individual (e.g., self-esteem and feelings of
    accomplishment).

14
Porter-Lawler ExtensionA Process Perspective
Performance
Performance
Perceived equity
Satisfaction
15
Porter-Lawler Extension of Expectancy Theory
Source Edward E. Lawler III and Lyman W. Porter,
The Effect of Performance on Job Satisfaction,
Industrial Relations, October 1967, p. 23. Used
with permission of the University of California.
16
Implications for Managers
  • Managers must figure what the outcomes are wanted
    by each employee
  • Determine performance levels needed to reach
    organizational goals
  • Must link the outcomes and performance
  • Look for conflicting expectancies and make sure
    rewards are large enough
  • Make the system equitable to all
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