Chapter 14 Managing Employee Attitudes and Well-being McGraw-Hill/Irwin Principles of Management © 2008 The McGraw-Hill Companies, Inc., All Rights Reserved.

Chapter 14Managing Employee

Attitudes and Well-being

McGraw-Hill/IrwinPrinciples of Management

© 2008 The McGraw-Hill Companies, Inc., All Rights Reserved.

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Learning Objectives

1. Describe the effect of emotions and attitudes on employee behavior.2. Identify four ways in which employees respond to job dissatisfied.3. Explain how job satisfaction relates to customer service and satisfaction.4. Distinguish organizational commitment from continuance commitment,

including their effects on employee behavior.5. Discuss ways to strengthen organizational commitment.6. Describe the stress experience and its consequences.7. Summarize three common sources of stress in the workplace.8. List five ways to manage work-related stress.9. Discuss how managers can help employees improve their work-life

balance.10. Identify the “Big Five” personality dimensions.11. A. Explain how personality influences emotions, well-being, job

performance, and career satisfaction.

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Emotions, Attitudes, & Behavior

• Emotions – 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.

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Model of Emotions, Attitudes, and Behavior

Perceived Environment

Behavior

Beliefs

Behavioral intentions

Feelings

Atti

tude

Cognitive process Emotional process

Emotional episodes

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Cognitive Dissonance

Cognitive Dissonance

An uncomfortable tension experienced

when behavior is inconsistent with our

attitudes.

Depends on how much the behavior is:

Public Important Voluntary

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Question

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.

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Job Satisfaction

It is the appraisal of the perceived:

Job characteristicsWork

environmentEmotional

experiences at work

Job Satisfaction A person’s evaluation of his or her job and work

context.

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Job Satisfaction from 1989-2005

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

1989 1997 2001 2005

Completely Satisfied

Somewhat Satisfied

Somewhatdissatisfied

Completelydissatisfied

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Falling U.S. Job Satisfaction

• Half 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 in

- Age 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

workers

Source: Conference Board, February 28, 2005

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Job SatisfactionBy Location

9%

11%

44%

49%

50%

54%

55%

61%

0% 10% 20% 30% 40% 50% 60% 70%

Hungary

China

Mexico

Ireland

United States

Norway

India

Denmark

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Gender and Pay Gap

Women vs. Men: The Real Pay GapAverage annual earnings between 1983 and 1998 of workers age 25 to 59

MeasureShare of men

Share of women Men Women

Pay Ratio

Everyone who worked at leastone of the 15 years 99% 96% $48,068 $21,363 44%

Those who worked all 15 years,including part-timers 84 48 52,510 29,507 56

Source: Business Week, Jun 14, 2004

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EVLN Model

EXIT – leaving the organization, transferring to

another work unit, or at least trying to make these

exits

LOYALTY – Employees who respond to dissatisfaction

by patiently waiting.

NEGLECT – reducing work effort, paying less attention to

quality, and increasing absenteeism and lateness

VOICE – any attempt to change, rather than escape

from, a dissatisfying situation.

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Employee-Customer-Profit-Chain Model

Organizational Practices

Employee satisfaction with job and company

•Lower turnover

•Friendly service

•Motivated staffClients perceive higher-

value service

•Satisfied clients

•More returning clients

•More client referrals

Higher Revenue and Profits

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Organizational 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 OC- Justice and support- Shared values- Trust- Organizational comprehension- Employee involvement

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Stress

• Stress – 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 up

• Two types of stress- Distress (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 challenges

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Stressed Out

Northwestern National Life Survey• Percent of workers who report their job is “very or

extremely stressful” – 40%

Families and Work Institute Survey• Percent of workers who report they are “often or very

often burned out or stressed by their work” – 26%

Yale University Survey• Percent of workers who report they feel “quite a bit

or extremely stressed at work” – 29%

Source: cdc.gov/niosh/stresswk.html

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Causes of Stressfor College Students

• Change – a big life change, like entering a university• Loss – someone close to you• Uncertain Future – thinking about your career• Wasting Time

- Procrastination- Disorganization- Lack of Interest- Burnout / Exhaustion - Unnecessary perfectionism- Visitors / Telephone Calls

Source: Health Information, University of Ottawa

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Consequences of Distress

Tension headachesMuscle pain

Cardiovascular disease

Impaired job performance

Lower organizational commitment

Depression

Moodiness

Job dissatisfaction

Aggressive behavior

Workplace accidents

Poor decision making

Consequences

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Suicide Risk in Teens:Signs to Identify Help Needed

Boys• Impulsive• Quick to lose temper• Alcohol or drug use• Rapid emotional shifts • Aggressive• Violent• Despondent• Irritable• Tendency to get into trouble

Girls• Withdrawn• Loss of interest in things that

used to give pleasure• Decreased ability to

concentrate on school work or drop in grades

• Self-critical• Irritable• Change in sleep habits• Change in appetite

Source: Business Week, April 26, 2004

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General Adaptation SyndromeStage 1

Alarm reaction

Stage 2 Resistance

Stage 3 Exhaustion

High

Normal state

Low

Time

Abi

lity

to c

ope

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Stressors

Low Task

Control

Harassment and Incivility -Psychological harassment -Sexual harassment

Work Overload

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Workplace-Related Stress Management

PracticesStress Management Strategy

Examples

Withdraw 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.

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Support Work-life Balance

• Offer flexible work hours in which employees can arrange to begin and end their workdays earlier or later

• Job-sharing – a position is split between two people• Personal leave – time and flexibility to raise a

family, care for elderly, or take advantage of a personal experience

• Telecommuting – employees work from home or a remote site, usually with a computer connection to the office.

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Big 5 Personality Dimensions

Big Five Dimension People with a high score on this dimension tend to be more:

Conscientiousness Careful, dependable, self-disciplined

Agreeableness Courteous, good-natured, empathetic, caring

Neuroticism Anxious, hostile, depressed

Openness to Experience Sensitive, flexible, creative, curious

Extroversion Outgoing, talkative, sociable, assertive

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Question

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.a. agreeableness; openness to experienceb. emotional stability; introversionc. conscientiousness; extroversiond. openness to experience; emotional stability

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Effects of Personality

Performance

Personality

Stress & Well-Being

Emotions & Attitudes

Career Satisfaction

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Holland’s Six Types of Personalities

Type Personality Traits

Realistic Practical, shy, materialistic, stable.

Investigative Analytic, introverted, reserved, curious, precise, independent.

Artistic Creative, impulsive, idealistic, intuitive, emotional.

Social Sociable, outgoing, conscientious, need for affiliation.

Enterprising Confident, assertive, energetic, need for power.

Conventional Dependable, disciplined, orderly, practical, efficient.