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ORGANIZATIONAL BEHAVIOR

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ORGANIZATIONAL BEHAVIOR

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    1. ORGANIZATIONAL BEHAVIOR

    2. © 2003 Prentice Hall Inc. All rights reserved. 3–2 Values

    3. © 2003 Prentice Hall Inc. All rights reserved. 3–3 Types of Values –- Rokeach Value Survey

    4. © 2003 Prentice Hall Inc. All rights reserved. 3–4 Values in the Rokeach Survey

    5. © 2003 Prentice Hall Inc. All rights reserved. 3–5 Values in the Rokeach Survey (cont’d)

    6. © 2003 Prentice Hall Inc. All rights reserved. 3–6 Mean Value Rankings of Executives, Union Members, and Activists

    7. © 2003 Prentice Hall Inc. All rights reserved. 3–7 Dominant Work Values in Today’s Workforce

    8. © 2003 Prentice Hall Inc. All rights reserved. 3–8 Values, Loyalty, and Ethical Behavior

    9. © 2003 Prentice Hall Inc. All rights reserved. 3–9 Hofstede’s Framework for Assessing Cultures

    10. © 2003 Prentice Hall Inc. All rights reserved. 3–10 Hofstede’s Framework (cont’d)

    11. © 2003 Prentice Hall Inc. All rights reserved. 3–11 Hofstede’s Framework (cont’d)

    12. © 2003 Prentice Hall Inc. All rights reserved. 3–12 Hofstede’s Framework (cont’d)

    13. © 2003 Prentice Hall Inc. All rights reserved. 3–13 Hofstede’s Framework (cont’d)

    14. © 2003 Prentice Hall Inc. All rights reserved. 3–14 The GLOBE Framework for Assessing Cultures

    15. © 2003 Prentice Hall Inc. All rights reserved. 3–15 Attitudes

    16. © 2003 Prentice Hall Inc. All rights reserved. 3–16 Types of Attitudes

    17. © 2003 Prentice Hall Inc. All rights reserved. 3–17 The Theory of Cognitive Dissonance

    18. © 2003 Prentice Hall Inc. All rights reserved. 3–18 Measuring the A-B Relationship Recent research indicates that the attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account.

    19. © 2003 Prentice Hall Inc. All rights reserved. 3–19 Self-Perception Theory

    20. © 2003 Prentice Hall Inc. All rights reserved. 3–20 An Application: Attitude Surveys

    21. © 2003 Prentice Hall Inc. All rights reserved. 3–21 Sample Attitude Survey

    22. © 2003 Prentice Hall Inc. All rights reserved. 3–22 Job Satisfaction Measuring Job Satisfaction Single global rating Summation score How Satisfied Are People in Their Jobs? Job satisfaction declined to 50.7% in 2000 Decline attributed to: Pressures to increase productivity Less control over work

    23. © 2003 Prentice Hall Inc. All rights reserved. 3–23 The Effect of Job Satisfaction on Employee Performance Satisfaction and Productivity Satisfied workers aren’t necessarily more productive. Worker productivity is higher in organizations with more satisfied workers. Satisfaction and Absenteeism Satisfied employees have fewer avoidable absences. Satisfaction and Turnover Satisfied employees are less likely to quit. Organizations take actions to cultivate high performers and to weed out lower performers.

    24. © 2003 Prentice Hall Inc. All rights reserved. 3–24 Responses to Job Dissatisfaction

    25. © 2003 Prentice Hall Inc. All rights reserved. 3–25 How Employees Can Express Dissatisfaction

    26. © 2003 Prentice Hall Inc. All rights reserved. 3–26 Job Satisfaction and OCB Satisfaction and Organizational Citizenship Behavior (OCB) Satisfied employees who feel fairly treated by and are trusting of the organization are more willing to engage in behaviors that go beyond the normal expectations of their job.

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