INDIVIDUALS IN THE ORGANI-ZATION

Drix

Empowerment and Participa-tionPositive Organizational Behav-iorEmployee Attitudes and Their Effects

- any processes that provides greater autonomy to employees through the sharing of relevant information and the provision of control over factors affecting job performance.

Empowerment

Process of Empowerment

- is the mental and emotional involvement of people in group situations that encourages them to contribute to group goals and share responsibility for them.

Participation

How Participation Works

OUTCOMES

Organization:Higher OutputBetter QualityCreativityInnovation

Employees:AcceptanceSelf-efficacyLess stressSatisfaction

Situation

Involvement• Mental• Emotional

Participative programs

Participative Programs

The Impact on Managerial Power

Leader-member exchange model

- leaders and their followers develop a unique reciprocal relationship.

Two views of Power:

1. Autocratic view

2. Participative view

Prerequisites for Participation

1. Adequate time to participate

2. Potential benefits greater than costs

3. Relevance to employee interests

4. Adequate employee abilities to deal with the subject

5. Mutual ability to communicate

6. No feeling of threat to either party

7. Restriction to the area of job freedom

Contingency Factors

• Emotional Intelligence

- this is a combination of abilities – to be aware of and understand one’s own feelings, to realize why one is feeling that way, and to manage the emotions effectively.

• Responsibilities of Employees and Managers

• Differing Employee Needs for Participation

Relationship between an Employee’s Desired Participation and a Manager’s use of it

OverparticipationAppropriate Participation

AppropriateParticipation

Underparticipation

Part

icip

ati

on

allo

wed

by M

an

ag

er

High

Low

High Low

Participation desired by Em-ployee

Limitations of Participations

• Lack of support from higher levels

• Manager’s fear of losing power, status and control

• Lack of adequate training for managers and employees

• Problems encountered in the early stages

• Substantial efforts needed to implement

Positive Organizational Behavior

Positive Organizational Behavior

- is the study and application of positive human resource strengths and psychological capacities that can be measured, developed, and managed for performance improvement in today’s workplace (Luthans)

Self Efficacy

Optimism

Hope

Resiliency

Psychological Capital

Others:

Subjective Well-Being (SWB)

Emotional Intelligence

Employee Attitudes and Their Effects

Attitudes

are the feelings and beliefs and that largely determine how employees will perceive their environment, commit themselves to intend actions, and ultimately behave.

Positive Affectivity - optimistic, upbeat, cheerful, courteous

Negative Affectivity - pessimistic, downbeat, irritable

Job Satisfaction

is a set of favorable or unfavorable feelings and emotions with which employees view their work

Elements of Life Satisfaction

LIFE

FAMILY

JOB

POLI-TICS

LEISURERELI-GION

Job Involvement

is the degree to which the employees immerse themselves in their jobs, invest time and energy in them, and view work as a central part of their overall lives.

Organizational Commitment

is the degree to which employee identifies with the organization and wants to continue actively participating in it.

Work Moods

this is employees feelings about their jobs that are highly dynamic; they can change within a day, hour, or minute.

Effects of Employee Attitudes

• Employee Performance• Turnover• Absences and Tardiness• Theft• Violence• Other Effects

Employee Performance

• High performance contributes to high job satisfaction

Turnover

• Low employee turnover is associated to high job satisfaction

Employee – Organization Attitudes

Employee StaysEmployee is terminated

Employee leaves

voluntarily

Employee leaves by mutual

agreement

Em

plo

yee A

ttit

ud

es

tow

ard

s O

rganiz

a-

tion

Positive

Negative

Positive Negative

Organization Attitudes towards Em-ployee

Absences and Tardiness

• Employees who have low job satisfaction tends to be absent/tardy more often.

Job satisfaction’s relationship to Turnover and Absences

Theft

• Low job satisfaction results to theft

Violence

Employee’s dissatisfaction may be exhibited through violence, or various forms of verbal or physical aggression at work.

Others

Organizational citizenship behavior - discretionary actions above and beyond the call of duty that promote the organization success.

How Employees Express Job Dissatisfaction

ACTIVE

PASSIVE

DESTRUCTIVE CONSTRUCTIVEExit Voice

LoyaltyNe-

glect

Job Satisfaction Survey

a procedure by which employees report their feelings toward their jobs and work environment

Benefits- Monitoring attitudes- Flow of communications to all directions can

be improved- Can serve as employee’s emotional release- Training needs and issues can be identified- Helps managers plan and monitor programs

Existing Job Satisfaction Informations

Survey Design and Follow-up

Critical Issues: 1. Reliability 2. Validity 3. Others

Types of Survey Questions: 1. Closed-end questions 2. Open-end questions

Using the Survey Information

• Communicating the results

• Comparative Data

• Committee Work Follow-up

• Feedback to Employees

Changing employee attitudes

• Make reward system closely tied to performance

• Refrain from attacking employee’s attitude. Use active listening skills instead

• Provide frequent feedback to satisfy the need for information

• Show care and concern for employee’s feelings

• Provide opportunities for employees to participate in decision making

• Show appreciation for appropriate effort and citizenship behavior