Chapter 14 Managing Employee Attitudes and Wellbeing Mc
Chapter 14 • Managing Employee Attitudes and Well-being Mc. Graw-Hill/Irwin Principles of Management © 2008 The Mc. Graw-Hill Companies, Inc. , All Rights Reserved.
14 - 3 Learning Objectives 1. 2. 3. 4. Describe the effect of emotions and attitudes on employee behavior. Identify four ways in which employees respond to job dissatisfied. Explain how job satisfaction relates to customer service and satisfaction. Distinguish organizational commitment from continuance commitment, including their effects on employee behavior. 5. Discuss ways to strengthen organizational commitment. 6. Describe the stress experience and its consequences. 7. Summarize three common sources of stress in the workplace. 8. List five ways to manage work-related stress. 9. Discuss how managers can help employees improve their work-life balance. 10. Identify the “Big Five” personality dimensions. 11. A. Explain how personality influences emotions, well-being, job performance, and career satisfaction.
Emotions, Attitudes, & Behavior 14 - 4 • Emotions – are physiological, behavioral, and psychological episodes experienced toward an object. • Attitudes – clusters of beliefs, assessed feelings, and behavioral intentions toward a person, object, or event. - Beliefs – These are established perceptions about the attitude objectwhat you believe to be true. - Feelings – represent your positive or negative evaluations of the attitude object. - Behavioral intentions – your motivation to engage and attitudes are connected to each other and to behavior.
Model of Emotions, Attitudes, and Behavior 14 - 5 Perceived Environment Cognitive process Emotional process Attitude Beliefs Feelings Emotional episodes Behavioral intentions Behavior
14 - 6 Cognitive Dissonance An uncomfortable tension experienced when behavior is inconsistent with our attitudes. Cognitive Dissonance Depends on how much the behavior is: Public Important Voluntary
14 - 7 Question Jason Jacobs is a CEO of a small tobacco manufacturing company. Lately, he has been upset as he has started to believe that he is heading a company that manufactures product that potentially kills people. Is this cognitive dissonance? Explain. Explore Jason’s options.
14 - 8 Job Satisfaction A person’s evaluation of his or her job and work context. Job Satisfaction It is the appraisal of the perceived: Job characteristics Work environment Emotional experiences at work
Job Satisfaction from 1989 -2005 14 - 9
14 - 10 Falling U. S. Job Satisfaction • Half of Americans say they are satisfied with their jobs (down from 60% in 1995) • Employees are least satisfied with their companies’ bonus plans, promotion policies, pensions, and health plans. • The largest decline in overall job satisfaction occurred in - Age group 35 -44 – 60. 9% to 49. 2% - Income Group earning $25 -35 K – 55. 7% to 41. 4% - Mid Atlantic and Mountain States were the least satisfied workers Source: Conference Board, February 28, 2005
Job Satisfaction By Location 14 - 11
14 - 12 Gender and Pay Gap Women vs. Men: The Real Pay Gap Average annual earnings between 1983 and 1998 of workers age 25 to 59 Measure Everyone who worked at least one of the 15 years Those who worked all 15 years, including part-timers Source: Business Week, Jun 14, 2004 Share of men Share of women Men Women Pay Ratio 99% 96% $48, 068 $21, 363 44% 84 48 52, 510 29, 507 56
14 - 13 EVLN Model EXIT – leaving the VOICE – any attempt to organization, transferring to another work unit, or at least trying to make these exits change, rather than escape from, a dissatisfying situation. LOYALTY – Employees NEGLECT – reducing work who respond to dissatisfaction by patiently waiting. effort, paying less attention to quality, and increasing absenteeism and lateness
Employee-Customer. Profit-Chain Model Organizational Practices Employee satisfaction with job and company • Lower turnover • Friendly service • Motivated staff 14 - 14 Higher Revenue and Profits • Satisfied clients • More returning clients • More client referrals Clients perceive highervalue service
Organizational Commitment (OC) 14 - 15 • Organizational Commitment - An employee’s emotional attachment to, identification with, and involvement in a particular organization. - Continuance commitment – An employee’s calculative attachment to an organization. Motivated to stay only because it is costly to leave. • Building OC - Justice and support Shared values Trust Organizational comprehension Employee involvement
14 - 16 Stress • Stress – an adaptive response to a situation that is perceived as challenging or threatening to a person’s well-being. • The stress response is a complex emotion that produces physiological changes to prepare us for “fight or flight” - Heart rate increases, muscles tighten, and breathing speeds up • Two types of stress - Distress (negative) – physiological, psychological deviation from healthy functioning. - Eustress (positive) – it activates and motivates people to achieve goals, change their environments, and succeed in life’s challenges
14 - 17 Stressed Out Northwestern National Life Survey • Percent of workers who report their job is “very or extremely stressful” – 40% Families and Work Institute Survey • Percent of workers who report they are “often or very often burned out or stressed by their work” – 26% Yale University Survey • Percent of workers who report they feel “quite a bit or extremely stressed at work” – 29% Source: cdc. gov/niosh/stresswk. html
Causes of Stress for College Students • Change – a big life change, like entering a university • Loss – someone close to you • Uncertain Future – thinking about your career • Wasting Time - Procrastination Disorganization Lack of Interest Burnout / Exhaustion Unnecessary perfectionism Visitors / Telephone Calls Source: Health Information, University of Ottawa 14 - 18
14 - 19 Consequences of Distress Muscle pain Impaired job performance Job dissatisfaction Poor decision making Tension headaches Workplace accidents Consequences Depression Lower organizational commitment Cardiovascular disease Aggressive behavior Moodiness
Suicide Risk in Teens: Signs to Identify Help Needed • • • 14 - 20 Boys Girls Impulsive Quick to lose temper Alcohol or drug use Rapid emotional shifts Aggressive Violent Despondent Irritable Tendency to get into trouble • Withdrawn • Loss of interest in things that used to give pleasure • Decreased ability to concentrate on school work or drop in grades • Self-critical • Irritable • Change in sleep habits • Change in appetite Source: Business Week, April 26, 2004
General Adaptation Syndrome Stage 1 Alarm reaction Stage 2 Resistance Ability to cope High Normal state Low Time Stage 3 Exhaustion 14 - 21
14 - 22 Stressors Low Task Control Work Overload Harassment and Incivility Psychological harassment Sexual harassment
Workplace-Related Stress Management Practices 14 - 23 Stress Management Strategy Examples Withdraw from the stressor. Work breaks, days off, vacations, and sabbaticals. Change stress perceptions. Control stress consequences. Receive social support. Remove the stressor. Increasing employee confidence, providing humor. Relaxation and meditation techniques, wellness programs. Supportive leadership, social interaction, support groups. Reassign employees; minimize noise, unsafe conditions, harassment.
14 - 24 Support Work-life Balance • Offer flexible work hours in which employees can arrange to begin and end their workdays earlier or later • Job-sharing – a position is split between two people • Personal leave – time and flexibility to raise a family, care for elderly, or take advantage of a personal experience • Telecommuting – employees work from home or a remote site, usually with a computer connection to the office.
Big 5 Personality Dimensions 14 - 25 Big Five Dimension People with a high score on this dimension tend to be more: Conscientiousness Careful, dependable, selfdisciplined Courteous, good-natured, empathetic, caring Anxious, hostile, depressed Agreeableness Neuroticism Openness to Experience Extroversion Sensitive, flexible, creative, curious Outgoing, talkative, sociable, assertive
14 - 26 Question Holly Hollingsworth has always been described as a dependable individual with a will to achieve. However, she is very quiet, shy, and cautious. According to the Big Five personality dimensions, Holly could be described as high on _______ and low on _______ dimension. a. agreeableness; openness to experience b. emotional stability; introversion c. conscientiousness; extroversion d. openness to experience; emotional stability
14 - 27 Effects of Personality Career Satisfaction Performance Personality Stress & Well -Being Emotions & Attitudes
Holland’s Six Types of Personalities 14 - 28 Type Personality Traits Realistic Practical, shy, materialistic, stable. Investigative Analytic, introverted, reserved, curious, precise, independent. Artistic Creative, impulsive, idealistic, intuitive, emotional. Social Sociable, outgoing, conscientious, need for affiliation. Enterprising Confident, assertive, energetic, need for power. Conventional Dependable, disciplined, orderly, practical, efficient.
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