1. 1. Attitudes are feelings and beliefs thatlargely determine how employees will perceive their environment, commit themselves to intended actions, and ultimately behave.
2. 2. It forms a mental set that affects how weview something else. Positive affectivity Negative affectivity
3. 3. A set of favorable or unfavorable feelings oremotions with which employees view their work It is an affective attitude (a feeling of relativelike or dislike toward something) It consists of feelings, thoughts, and intentionsto act.
4. 4. Refers to the attitudes of a singleemployee. Group Morale Overall groupsatisfaction
5. 5. Job satisfaction often focus on thevarious parts that are believed to be important Job related attitudes predispose anemployee to behave in certain ways
6. 6. Important aspects of job satisfactionincludes: Pay Ones supervisor The nature of the tasked performed Co-workers or teams Immediate working conditions
7. 7. Job satisfaction or dissatisfactionemerges as an employee gains more and more information about the workplace Job Satisfaction is dynamic
8. 8. The nature of a workers environment off thejob indirectly influences his or her feelings on the job. Job Satisfaction influences general lifesatisfaction
9. 9. Managers need to monitor not only the joband immediate work environment but also their employees attitudes towards parts of life.
10. 10. Job PoliticsFamiliyLIFE ReligionLeisure
11. 11. The degree to which an employee isengaged in and enthusiastic about performing their work. An individuals psychologicalidentification or commitment to his / her job (Kanungo, 1982)
12. 12. Likely to be more ethical than those who arenot involved Decreased chances of having to be tardy orabsent Enjoys participating in events
13. 13. ORGANIZATIONAL COMMITMENT Employees choose to beinvolved, committed, positive Engaged at emotional level Stronger in the long term
14. 14. 3 FormsAffectiveNormativeContinuance
15. 15. Inhibiting FactorsStimulating FactorsExcessive BlamingClarity of RulesInsincere GratitudeTrainingFailure to Follow through Resepct & Appreciation for Effort Inconsistencies/incongru Employee ities Participation/Autonomy Inflated Egos/Bullying Opportunities to express care for other
16. 16. Good attendance records Willingess to adhere to companypolicies Lower Turnover
17. 17. Emotionalstates, unpredictable, unstable, varies depending on the employee Can be either positive or negative Happy Employees are more efficient and havea better performance than those who are depressed
18. 18. Disney promotes their employees to be incharacter even if he or she is in a bad mood
19. 19. Jollibee also does the same for theiremployees, given their motto Be Happy
20. 20. Lack of SatisfactionNot contented
21. 21. PSYCHOLOGICAL WITHDRAWAL PHYSICAL WITHDRAWAL AGGRESSION
22. 22. ConstructiveDirection Of ResponseLOYALTYVOICEDestructiveNEGLECTEXITPassiveActiveNature of Response
23. 23. Proportion of employees leaving anorganization during a time period Higher Satisfaction = Lesser Turnover Lower Satisfaction = Higher Turnover
24. 24. Experience of dissatisfaction Think about quitting Weigh the gains and losses Start looking for alternatives Analyzed against current job Decide
25. 25. TangibleIntangible Separation Costs Morale effects Training Costs Vacancy Costs Replacement Costs
26. 26. PositiveEmployee Attitude Towards the OrganizationEmployee StaysEmployee is terminatedNegativeEmployee leaves voluntarilyEmployee leaves by mutual agreementPositiveNegativeOrganizations attitude toward employee
27. 27. Involuntary Voluntary
28. 28. Short-period absenteeism Delay completion of work Decrease productivity Affect co-workers
29. 29. Physical Office Supplies Money Inventory Abstract Work Time (e.g.Sleeping)
30. 30. Verbal Physical Main reason could be workstress
31. 31. Organizational Citizenship Behavior Positive behavior Beyond the expected work of anorganization Voluntary Spontaneous
32. 32. Rule bending Reasons Against Reasons For Fear Pressure Reputation Ego Personal code Social Pleasure Embarrassment
33. 33. 1. MONITORING ATTITUDES The survey is potentially a powerful instrument todiagnose and assess both employee problems and positive attitudes. They give the management an indication of levels of satisfaction of the company. They indicate the specific areas of satisfaction or dissatisfaction. Surveys tell how employees feel about their jobs, which parts of their jobs they like, and their feelings.
34. 34. The flow of communication is improved They can serve as a safety valve or emotionalrelease Training needs can be identified since the employees are able to report how well they feel about the job They can also help managers plan and monitor new programs, by getting feedback on proposed changes, and getting actual results after after a follow-up survey
35. 35. When the top management supportsEmployees are fully involved in planning Past surveys have produced noticeable changes A clear objective exists in conductingThe survey is user-friendly Results and action plans are communicated toaffected employees
36. 36. There is a systematic approach to conducting surveys. The major steps are identifying the purpose of conducting the survey, developing the survey instrument, administering, tabulating results, analyzing results, providing feedback to the participants, implementing the action plan and monitoring the results.
37. 37. There are two methods of conducting a survey; through interviews and questionnaires. Close-Ended Questions Wherein choice of answers are written, for the employees to just mark which best represents their feelings. This type does not give the employees much of a chance to fully express themselves. 1.Example: How friendly my supervisor is in the workplace (minimum) 1 2 3 4 5 (maximum)
38. 38. 2. Open-End QuestionsThis type seeks responses from employees in their own words. This permits the employees to express themselves fully. The management, through this type, is given the chance to hear out their employees fully. The employees taking the survey will be able to use their own words. Examples: What do you like most about working in our company? What could be done to improve our workplace?
39. 39. Experience shows that careless errors in survey designing could limit the usefulness of the survey. There are 2 elements for efficient studies: Reliability The capacity of a survey instrument to produce consistent results, regardless of who administers or conducts. 1.
40. 40. 2. Validity The capacity to measure what they claim to measure. This task is easier to use with close-ended questions, and more complicated with open-ended ones. Maintenance of anonymity, norms of interpretation, voluntary participation of participation and other factors should also be put into attention when conducting a survey.
41. 41. 1.Communicating the ResultsManagers must be informed of the results in preparation for usage. The document is called the survey report. 2. Comparative Data 3. Committee Work Follow-UpWhere there are task forces assigned to analyze and plan changes after conducting and evaluating the survey. 4. Feedback to EmployeesAfter all the actions, the results are communicated and shared to the employees to inform them of future plans of changes. Also to show employees that the management cares.
42. 42. Intranet The in-house version of the Internet. These are private computer networks that are only accessible to employees. These are used for transmitting secure documents and internal communications. The intranet could be used to conduct surveys easily and more efficiently.
43. 43. Make use of reward system Set Challenging goals Define goals and expectations Refrain from judging/attackingemployees
44. 44. Provide feedback Show a caring, considerate orientation Provide opportunities Encourage people APPRECIATE
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