WorkRelated Attitudes

1
Work-Related Attitudes

• Work-related attitudes are evaluative tendencies
  toward aspects of work that are based on clusters
  of feelings, beliefs, and behavioral intentions.
• The most commonly assessed work attitudes are
• Job Satisfaction
• Organizational Commitment

2
Work-Related Attitudes

• Job Satisfaction positive and negative feelings
  and attitudes about ones job.
• How is job satisfaction measured?
• What leads people to be satisfied or dissatisfied
  with their jobs?
• What are the consequences of job
  satisfaction/dissatisfaction?

3
Work-Related Attitudes

• Job satisfaction is measured at two different
  levels of judgement
• Overall Satisfaction (global approach)
• Measures include the FACES scale, the Job in
  General Scale, and the Michigan Organizational
  Assessment Questionnaire
• Facet Satisfaction (facet approach)
• Measures include the Minnesota Satisfaction
  Questionnaire and the Job Descriptive Index

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Work Related Attitudes
Job Facet Typically Measured

• Appreciation
• Communication
• Coworkers
• Fringe Benefits
• Job Conditions
• Nature of the work itself

• Organizations policies and procedures
• Pay
• Personal growth
• Promotion opportunities
• Recognition
• Security
• Supervision

5
Work-Related Attitudes

• Job Satisfaction and Demographics
• Age
• Sex
• Race
• Job Satisfaction and Job Characteristics
• Job Satisfaction and Organizational Constraints
• Job-related information/Required services help
• Tools equipment/Materials supplies/Budgetary
  Support
• Task preparation/Time availability/Work
  environment

6
Work-Related Attitudes

• Job Satisfaction and Role Variables
• Role ambiguity
• Role conflict
• Work-Family conflict
• Job Satisfaction and Pay
• Job Satisfaction and Workload
• Job Satisfaction and Work Schedules
• Flexible work schedules
• Long shifts
• Night shifts

7
Work-Related Attitudes

• Genetic Predisposition for Job Satisfaction
• Studying identical twins separated at birth
• Studying individuals who change job types /or
  organizations
• Personality and Job Satisfaction
• Locus of Control
• Negative Affectivity
• Self-esteem
• Self-efficacy
• Job Satisfaction and Life Satisfaction

8
Work-Related Attitudes

• Job Satisfaction and Job Performance
• At the individual level, there is a small,
  positive relationship between job satisfaction
  and job performance (r .17)
• At the group level, there is a stronger
  (moderate), positive relationship between job
  satisfaction and job performance
• The direction of causation is unclear
• Does job satisfaction cause job performance? or
• Does job performance cause job satisfaction?

9
Work-Related Attitudes
The Porter-Lawler Model
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Work-Related Attitudes

• Reactions to Job Dissatisfaction
• Voice
• Loyalty
• Neglect
• Withdrawal
• Job Satisfaction and Withdrawal Behaviors
• Absenteeism
• Voluntary Turnover
• Job Satisfaction and Counterproductive Work
  Behaviors

11
Work-Related Attitudes

• Job Satisfaction and Burnout
• Job Satisfaction and Heath Factors
• Physical Health
• Psychological Well-being

12
Work-Related Attitudes

• Organizational Commitment a workers feelings
  and attitudes about the entire work organization.
  
• How is organizational commitment measured?
• What leads people to be committed or uncommitted
  to the organization that employs them?
• What are the consequences of organizational
  commitment?

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Work-Related Attitudes

• Measuring Organizational Commitment
• Overall Organization Commitment
• Organizational Commitment Questionnaire (see
  Figure 8.4 in text)
• Facets of Organization Commitment
• The 3-component Model of Organizational
  Commitment (Meyer Allen)

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Work Related Attitudes

• The 3-component model of organizational
  commitment
• Affective Commitment a persons desire to work
  for an organization because he or she agrees with
  its goals and wants to do so
• Normative Commitment a persons desire to
  continue working for an organization because he
  or she feels obligations from other to remain
• Continuance Commitment a persons desire to
  continue working for an organization because he
  or she needs to and cannot afford to do otherwise

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Work-Related Attitudes

• Mathieu Zajac (1990) meta-analysis of
  correlates of organization commitment
• Antecedents of Organizational Commitment
• Personal Characteristics
• Age (.20)
• Marital Status (.10)
• Organizational Tenure (.17)
• Salary (.18)
• Protestant work ethic (.29)

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Work-Related Attitudes

• Antecedents of Organization Commitment
• Job Characteristics
• Skill Variety (.21)
• Job Challenge (.35) and scope (.20)
• Group-leader Relations
• Task interdependence (.22)
• Leadership Initiating structure (.29)
  consideration (.34)
• Role Variables
• Role ambiguity (-.24)

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Work-Related Attitudes

• Correlates of Organization Commitment
• Internal Motivation (.67)
• Job Involvement (.44)
• Stress (-.33)
• Occupational Commitment (.22)
• Job Satisfaction
• Overall (.53)
• Supervision (.41)
• Coworkers (.35)
• Advancement Opportunities (.40)
• Pay (.32)
• The work itself (.60)

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Work-Related Attitudes

• Consequences of Organizational Commitment
• Job Performance (.14)
• Job Search Behaviors (-.60)
• Intention to quit (-.46)
• Turnover (-.27)

19
Group Dynamics in Organizations

• The difference between groups and teams
• A work group is a collection of two or more
  people who interact with one another and share
  some interrelated task goals.
• A work team is a type of work group but a team
  has 3 specific qualities
• the actions of individuals must be interdependent
  and coordinated
• each member must have a particular, specified
  role
• there must be common task goals and objectives

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Group Dynamics in Organizations

• Roles not everyone in the group has the same
  function or purpose. Individuals have different
  jobs and responsibilities
• Formal roles specified by organization and part
  of each persons formal job description
• Informal roles those that arise from group
  interaction rather than the formal rules and
  specifications of organizations.
• Invented roles when groups invent roles or when
  the groups informal roles supersede the formal
  ones
• Specialization of members varies across groups

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Group Dynamics in Organizations

• Norms unwritten rules of behavior accepted by
  member of a work group.
• Norm violators rate busters and gold bricks
• Violation of norms will bring pressure to bear on
  the violator.
• Continued violation can bring increasingly severe
  forms of enforcement
• When all attempt to enlist conformity with norms
  have failed, the violator will be ostracized by
  group members

22
Group Dynamics in Organizations

• Group cohesiveness the sum of forces attracting
  group members to the group and keeping the group
  together.
• Norms tend to be strongly enforced only in groups
  that are highly cohesive.
• Evidence of the relationship between group
  cohesiveness and group performance is mixed (some
  positive, some finding no effect)
• Strong evidence of a positive relationship
  between group cohesiveness and job satisfaction
  exists.

23
Group Dynamics in Organizations

• Conflict in Groups
• Intraindividual conflict
• Interindividual conflict
• Intragroup conflict
• Intergroup conflict
• Interorganizational conflict

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Group Dynamics in Organizations

• Negative Effects of Conflict
• May cause negative emotions and stress
• Reduces communication required for coordination
• Causes a shift from participative to
  authoritarian leadership styles
• May produce negative stereotyping
• Emphasis loyalty to one group

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Group Dynamics in Organizations

• Positive Effects of Conflict
• Brings into open problems that have been ignored
  previously
• Motivates people to understand each others
  positions
• Encourages new ideas, facilitating innovation and
  change
• May improve decision quality by forcing people to
  challenge their assumptions
• Enhances organizational commitment

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Group Dynamics in Organizations
Collaborating
high
Competing
Assertiveness
Compromise
Avoiding
Accommodating
low
low
high
Cooperativeness
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Group Dynamics in Organizations

• Group performance
• Social facilitation
• Original meaning the tendency of people to
  perform simple or well-learned tasks better when
  others are present
• Current meaning the strengthening of the
  dominant (prevalent, likely) response owing to
  the presence of other
• Social loafing the tendency for people to exert
  less effort when they pool their efforts toward a
  common goal than when they are individually
  accountable.

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Group Dynamics in Organizations
A Unified Paradigm
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Group Dynamics in Organizations

• Five-stage Model of Group Development (Tuckman
  Jensen)
• Forming
• Storming
• Norming
• Performing
• Adjourning

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Group Dynamics in Organizations

• Principles of Effective Teamwork (McIntyre
  Salas, 1995 research on US Navy Tactical Teams)
• Teamwork implies that members provide feedback to
  and accept it from one another.
• Teamwork implies the willingness, preparedness,
  and proclivity to back fellow members up during
  operations.
• Teamwork involves group members collectively
  viewing themselves as a group whose success
  depends on their interaction.
• Teamwork mean fostering within-team
  interdependence.
• Team leadership makes a difference with respect
  to the performance of the team.

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Group Dynamics in Organizations

• Diversity is a double-edged sword
• May lead to better group performance because many
  different views are represented.
• May lead to greater conflict because many
  different views are represented.
• However, diversity is a fact of life in the
  U.S.A. and it isnt so much a question of if its
  good or bad rather, the question is how best to
  manage diversity.

32
Group Dynamics in Organizations

• Maximize heterogeneity among members in both
  personal characteristics and abilities in order
  to maximize the productivity and success of the
  group.
• Structure constructive procedures for managing
  conflict among group members.
• Foster positive interdependence within the groups
  (the perception that one can reach his/her goals
  if and only if other members also do so.

33
Group Dynamics in Organizations

• Create a superordinate group identity among group
  members that unites the diverse personal
  identities of group member by
• Fostering an appreciation for ones own and
  others genders, religions, ethnicities, and
  cultural backgrounds.
• Promote a strong superordinate identity of group
  member that transcends the differences among
  group members.
• Support a pluralistic set of values concerning
  equality, freedom, the rights of individual
  members, and the responsibilities of group
  membership

34
Group Dynamics in Organizations

• Brainstorming a group technique that is supposed
  to result in improved performance with generating
  ideas and finding solutions to problems.
• A group is instructed to generate as many ideas
  as possible, without judging or being critical of
  the ideas in any way
• Process Loss
• only one person can speak at a time
• one person may dominate
• social anxiety may inhibit participation
• working individually may just be more efficient

35
Group Dynamics in Organizations

• Electronic brainstorming groups interact via a
  computer interface.
• Reduces process loss
• reduced social anxiety
• reduced communication blocks, you dont have to
  wait your turn to speak

36
Group Dynamics in Organizations

• Groupthink is a syndrome characterized by a
  concurrence-seeking tendency that overrides the
  ability of a cohesive group to make critical
  decisions.
• Historic Examples
• Pearl Harbor
• Bay of Pigs
• Vietnam War

37
Group Dynamics in Organizations

• Antecedents to Groupthink
• High cohesiveness
• Insulation of the group
• Lack of methodological procedures for search and
  appraisal
• Directive Leadership
• High stress with a low degree of hope for finding
  a better solution than the one favored by the
  leader or other influential persons
• These antecedents lead to a concurrence seeking
  tendency in groups

38
Group Dynamics in Organizations

• Symptoms of groupthink
• Self-censorship
• Illusion of unanimity
• Direct pressure on dissenters
• Mindguards
• Illusion of invulnerability
• Rationalization
• Illusion of morality
• Stereotyping

39
Group Dynamics in Organizations

• Symptoms of defective decision making
• Incomplete survey of alternative
• Incomplete survey of objectives
• Failure to examine risks of preferred choice
• Poor information search
• Selective bias in processing information at hand
• Failure to reappraise alternatives
• Failure to work out contingency plans