MGMT 3720 Lecture 2 Outline of Last Lecture -Chapter 1. What Is Organizational Behavior?I. Interpersonal skills and their importanceII. Manager’s skills, functions/rolesIII. Definition of organizational behavior and its importanceIV. Contributions of major behavioral science disciplinesV. Identify why few absolutes apply to organizational behaviorVI. Applying organizational behavior concepts: Challenges and opportunitiesVII. Organizational Behavior Model: 3 levels of analysisChapter 2. Diversity in organizationsI. Two forms of workforce diversityII. Stereotypes in OrganizationsIII. Biographical characteristics and relevance to organizational behaviorIV. Intellectual ability and relevance to organizational behaviorV. Physical abilityVI. Diversity managementOutline of Current Lecture -Chapter 3. Attitudes and job satisfactionI. Three components of an attitudeII. Relationship between attitude and behaviorIII. Major job attitudesIV. Job satisfaction and how it can be measuredV. Main causes of job satisfactionVI. Responses to dissatisfactionChapter 4. Emotions and moodsThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.I. Emotions V.S. MoodsII. Are emotions rational? What functions do they serve?III. Sources of emotions and moodsIV. Impact of emotional labor on employeesV. Affective event theory and applicationVI. Evidence for and against the existence of emotional intelligenceVII. Strategies for emotion regulation and effectsVIII. Emotions and moods in relation to organizational behavior issuesCurrent LectureChapter 3. Attitudes and job satisfactionI. Three components of an attitude (reflects how we feel about objects, people or events)- Cognitive- an evaluation about something - Affective- a feeling about something - Behavioral- an action made because of a feeling.*These components are not in order. An evaluation can lead to a feeling or an action, a feeling can lead to an evaluation or an action, and an action can lead to an evaluation or a feeling.II. Relationship between attitude and behaviorEarly research: Attitudes that people have predict their behavior.Example: Feeling “I dislike my boss..” leads to an action “so I’ll quit my job”Festinger’s theory: Attitudes follow behavior. Ex: Changing what you say so it doesn’t go against what you do. His theory says that when attitudes follow behavior, it shows the effects of cognitive dissonance- Dissonance = disconnect/distance- Cognitive dissonance is when there is an incompatibility between behavior and attitude, or between multiple attitudes.Example: Someone saying that the quality of US cars is worse than the quality of imported cars, but when they receive a US car as a present, they say that US cars aren’t so bad, in order to not be a hypocrite. Variables that affect whether attitudes predict behavior:- How important the attitude is to them- Accessibility to act on it- Social pressures being around- If the person has direct experience with the attitude- The attitude-behavior relationship is stronger if the attitude refers to something with which the person has experiencedIII. Major job attitudes- Job satisfaction- A positive feeling about a job because of an evaluation of its characteristics- Job involvement- how much a person identifies with a job, participates in it, and considers that their performance is related to their self-worth.- Psychological empowerment- Basically the degree to which they think they influence their job, or how important they think their work is.- Organizational commitment- Identifying with an organization and its goals as well as wanting to maintain being a member of it.- (POS) perceived organizational support- the degree to which employees think the organization values them and their work. (POS) is higher when the reward system is fair, when there are supportive supervisors, and when the employees feel included or have some say in the decision making process. Higher (POS) often leads to higher organizational citizenship behavior, fewer people coming to work late, and better quality customer service - Employee engagement- the degree of satisfaction, involvement, and excitement for a job. The higher the degree of employee engagement, the more passion the employees tend to have for their job.* All these attitudes are related and often overlap. IV. Job satisfaction and how it can be measuredTwo popular ways to measure job satisfaction-- The single global rating: Example- “Overall, on a scale of 1 to 5, how satisfied are you with your job?”- The summation of job facets: a more detailed way of finding out job satisfaction. It asks about specific elements of the job to find out satisfaction. Example- how satisfied they feel about their income, promotion opportunities, supervision, coworkers, etc.-Over the last 30 years, most developed countries have generally been satisfied with their employment. -Employees in western cultures have tended to be more satisfied with their jobs than employees in the eastern cultures. -People also often report that they’re more satisfied with their work, job in general, coworkers, and supervisors than they are with their income and promotion opportunities.-Mexico and Switzerland have reported the highest amount of job satisfaction.V. Main causes of job satisfaction- Job satisfaction is correlated with life satisfaction- Pay stops influencing job satisfaction after a certain point- Personality also influences job satisfaction. People with higher self esteem (positive core self-evaluations) are more satisfied with their jobs.VI. Responses to dissatisfaction- Voice- (Best option) The employee tells you about a problem as soon as they perceive one, in hopes that you will fix it.- Loyalty- optimistically waits for the problem to be fixed (without verbally letting you know about the problem) because they trust the organization to do the right thing.- Exit- leaving/resigning the organization because of the problem(s).- Neglect- (worst option) passively lets the problem get worse, which includes not showing up for work, showing up late, not working productively, and doing less good quality work.- Happy workers are more likely to be productive.- Higher job satisfaction leads to more organizational citizenship behavior, higher customer satisfaction, and loyalty.- There is a small negative relationship between