Bài giảng Principles of Management - Chapter 14 Managing Employee Attitudes and Well-Being

Chapter 14Managing Employee Attitudes and Well-beingMcGraw-Hill/IrwinPrinciples of Management © 2008 The McGraw-Hill Companies, Inc., All Rights Reserved.Learning ObjectivesDescribe 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.Discuss ways to strengthen organizational commitment.Describe the stress experience and its consequences.Summarize three common sources of stress in the workplace.List five ways to manage work-related stress.Discuss how managers can help employees improve their work-life balance.Identify the “Big Five” personality dimensions.A. Explain how personality influences emotions, well-being, job performance, and career satisfaction.Emotions, Attitudes, & BehaviorEmotions – 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 object-what 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 BehaviorPerceived EnvironmentBehaviorBeliefsBehavioral intentionsFeelingsAttitudeCognitive processEmotional processEmotional episodesCognitive DissonanceCognitive DissonanceAn uncomfortable tension experienced when behavior is inconsistent with our attitudes.Depends on how much the behavior is:PublicImportantVoluntaryQuestion 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.Job Satisfaction It is the appraisal of the perceived:Job characteristicsWork environmentEmotional experiences at workJob SatisfactionA person’s evaluation of his or her job and work context.Job Satisfaction from 1989-2005Falling U.S. Job SatisfactionHalf 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 inAge 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 workersSource: Conference Board, February 28, 2005Job SatisfactionBy LocationGender and Pay GapWomen vs. Men: The Real Pay GapAverage annual earnings between 1983 and 1998 of workers age 25 to 59MeasureShare of menShare of womenMenWomenPay RatioEveryone who worked at leastone of the 15 years99%96%$48,068 $21,363 44%Those who worked all 15 years,including part-timers844852,51029,50756Source: Business Week, Jun 14, 2004EVLN ModelEXIT – leaving the organization, transferring to another work unit, or at least trying to make these exitsLOYALTY – Employees who respond to dissatisfaction by patiently waiting.NEGLECT – reducing work effort, paying less attention to quality, and increasing absenteeism and latenessVOICE – any attempt to change, rather than escape from, a dissatisfying situation.Employee-Customer-Profit-Chain ModelOrganizational Practices Employee satisfaction with job and companyLower turnoverFriendly serviceMotivated staffClients perceive higher-value serviceSatisfied clientsMore returning clientsMore client referralsHigher Revenue and ProfitsOrganizational Commitment (OC)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 OCJustice and supportShared valuesTrustOrganizational comprehensionEmployee involvementStressStress – 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 upTwo types of stressDistress (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 challengesStressed OutNorthwestern National Life SurveyPercent of workers who report their job is “very or extremely stressful” – 40%Families and Work Institute SurveyPercent of workers who report they are “often or very often burned out or stressed by their work” – 26%Yale University SurveyPercent of workers who report they feel “quite a bit or extremely stressed at work” – 29%Source: cdc.gov/niosh/stresswk.htmlCauses of Stressfor College StudentsChange – a big life change, like entering a universityLoss – someone close to youUncertain Future – thinking about your careerWasting TimeProcrastinationDisorganizationLack of InterestBurnout / Exhaustion Unnecessary perfectionismVisitors / Telephone CallsSource: Health Information, University of OttawaConsequences of DistressTension headachesMuscle painCardiovascular diseaseImpaired job performanceLower organizational commitmentDepressionMoodinessJob dissatisfactionAggressive behaviorWorkplace accidentsPoor decision makingConsequencesSuicide Risk in Teens:Signs to Identify Help NeededBoysImpulsiveQuick to lose temperAlcohol or drug useRapid emotional shifts AggressiveViolentDespondentIrritableTendency to get into troubleGirlsWithdrawnLoss of interest in things that used to give pleasureDecreased ability to concentrate on school work or drop in gradesSelf-criticalIrritableChange in sleep habitsChange in appetiteSource: Business Week, April 26, 2004General Adaptation SyndromeStage 1 Alarm reactionStage 2 ResistanceStage 3 ExhaustionHighNormal stateLowTimeAbility to copeStressorsLow Task ControlHarassment and Incivility -Psychological harassment -Sexual harassmentWork OverloadWorkplace-Related Stress Management PracticesStress Management StrategyExamplesWithdraw from the stressor.Work breaks, days off, vacations, and sabbaticals.Change stress perceptions.Increasing employee confidence, providing humor.Control stress consequences.Relaxation and meditation techniques, wellness programs.Receive social support.Supportive leadership, social interaction, support groups.Remove the stressor.Reassign employees; minimize noise, unsafe conditions, harassment.Support Work-life BalanceOffer flexible work hours in which employees can arrange to begin and end their workdays earlier or laterJob-sharing – a position is split between two peoplePersonal leave – time and flexibility to raise a family, care for elderly, or take advantage of a personal experienceTelecommuting – employees work from home or a remote site, usually with a computer connection to the office.Big 5 Personality DimensionsBig Five DimensionPeople with a high score on this dimension tend to be more:ConscientiousnessCareful, dependable, self-disciplinedAgreeablenessCourteous, good-natured, empathetic, caringNeuroticismAnxious, hostile, depressedOpenness to ExperienceSensitive, flexible, creative, curiousExtroversionOutgoing, talkative, sociable, assertiveQuestion 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.agreeableness; openness to experienceemotional stability; introversionconscientiousness; extroversionopenness to experience; emotional stabilityEffects of PersonalityPerformancePersonality Stress & Well-BeingEmotions & AttitudesCareer SatisfactionHolland’s Six Types of PersonalitiesTypePersonality TraitsRealisticPractical, shy, materialistic, stable.InvestigativeAnalytic, introverted, reserved, curious, precise, independent.ArtisticCreative, impulsive, idealistic, intuitive, emotional.SocialSociable, outgoing, conscientious, need for affiliation.EnterprisingConfident, assertive, energetic, need for power.ConventionalDependable, disciplined, orderly, practical, efficient.