accounting homework

Diversity in Organization, Attitude and Job Satisfaction

Week 2

Course: 0192J - Organizational Behaviour

Chapter 2 Learning Objectives

After studying this chapter you should be able to:• Describe the two major forms of workforce diversity• Identify the key biographical characteristics and describe how they are relevant to OB• Recognize stereotypes and understand how they function in organizational settings• Define intellectual ability and demonstrate its relevance to OB• Contrast intellectual from physical ability• Describe how organizations manage diversity effectively

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Describe the Two Major Forms of Workforce Diversity

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Surface-Level Diversity

Deep-Level Diversity

Diversity Management

Describe the Two Major Forms of Workforce Diversity

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Insert Exhibit 2.1

Biographical Characteristics and How Are They Relevant to OB

– Age– Belief is widespread that job performance

declines with increasing age.– The workforce is aging. – U.S. legislation that, for all intents and

purposes, outlaws mandatory retirement.

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Those readily available in a personnel file


– Sex• Few issues initiate more debates, misconceptions, and

unsupported opinions than whether women perform as well on jobs as men do.

• Few, if any, important differences between men and women affect job performance.

• Psychological studies have found women are more agreeable and willing to conform to authority, whereas men are more aggressive and more likely to have expectations of success, but those differences are minor.

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– Race and Ethnicity– Employees tend to favor colleagues for their own race in

performance evaluations, promotion decisions, pay raises.– Different attitudes on affirmative action with African-Americans

preferring such programs than do whites.– African-Americans generally do worse than whites in employment

decisions.– No statistical difference between Whites and African-Americans in

observed absence rates, applied social skills at work, or accident rates.

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– Disability• A person is disabled who has any physical or mental

impairment that substantially limits one or more major life activities.

• The “reasonable accommodation” is problematic for employers.

• Strong biases exist against those with mental impairment.

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– Tenure• The issue of the impact of job seniority on job

performance has been subject to misconceptions and speculations.

– Religion• Although employees are protected by U.S.

federal law regarding their religion, it is still an issue in the workplace.

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– Sexual orientation• Federal law does not protect employees against

discrimination based on sexual orientation.– Gender identity

• Often referred to as transgender employees, this topic encompasses those individuals who change genders.

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Those not readily available in a personnel file…

Stereotypes and How They Function in Organizational Settings• “Discrimination” is to note a difference between things.• Unfair discrimination is assuming stereotypes about groups

and refusing to recognize differences.

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Define Intellectual Ability and Demonstrate Its Relevance to OB

• Two types– Intellectual abilities– Physical abilities

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Ability is an individual’s current capacity to perform various tasks in a job


• Intellectual abilities are abilities needed to perform mental activities—thinking, reasoning, and problem solving.

• Most societies place a high value on intelligence, and for good reason.

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Intellectual Ability

Number Aptitude

Verbal Comprehension

Perceptual Speed

Inductive Reasonin

g

Deductive

Reasoning

Spatial Visualizatio

n

Memory

Exhibit 2.2

Source:Organization Behavior (2013), by Stephen P.Robbins and Timothy A.Judge

Contrast Intellectual from Physical Ability

• Physical Abilities– The capacity to do tasks demanding stamina, dexterity,

strength, and similar characteristics.– The three main categories of physical ability are…

• Strength• Flexibility• And Other characteristics

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Insert Exhibit 2.3



• Importance of ability at work increases difficulty in formulating workplace policies that recognize disabilities.

• Recognizing that individuals have different abilities that can be taken into account when making hiring decisions is not problematic.

• It is also possible to make accommodations for disabilities.

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Describe How Organizations Manage Diversity Effectively

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Attracting, Selecting, Developing, and

Retaining Diverse Employees

Diversity in Groups

Effective Diversity Programs

Describe How Organizations Manage Diversity Effectively

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Effective Diversity Programs

Teach Legal Framework

Teach the Market

Advantages Foster the Skills and

Abilities of All Workers

Managerial Implications and Summary

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This chapter looked at diversity from many perspectives paying particular attention to three variables— biographical characteristics, ability, and diversity programs.

Managerial Implications and Summary

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Diversity programsSelection

An effective selection process will improve the fit between employees and job requirements.

Diversity ManagementDiversity management must be an

ongoing commitment that crosses all levels of the organization.

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Attitude and Job Satisfaction

Chapter3

Chapter 3 Learning ObjectivesAfter studying this chapter you should be able to:• Contrast the three components of an attitude.• Summarize the relationship between attitudes and behavior.• Compare and contrast the major job attitudes.• Define job satisfaction and show how it can be measured.• Summarize the main causes of job satisfaction.• Identify four employee responses to dissatisfaction.

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Contrast the Three Components of an Attitude

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Evaluative statements or judgments concerning objects, people, or eventsThree components of an attitude:

The emotional or The emotional or feeling segment feeling segment of an attitudeof an attitude

The opinion or The opinion or belief segment of belief segment of

an attitudean attitude An intention to behave An intention to behave in a certain way in a certain way toward someone or toward someone or somethingsomething


Summarize the Relationship Between Attitudes and Behavior

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• The attitudes people hold determine what they do.• Festinger proposed that cases of attitude following behavior

illustrate the effects of cognitive dissonance.– Cognitive Dissonance is incompatibility an individual might perceive

between two or more attitudes or between behavior and attitudes.• Research has generally concluded that people seek consistency

among their attitudes and between their attitudes and their behavior.

Summarize the Relationship Between Attitudes and Behavior

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Attitude

Predicts

Behavior

Mitigating Variables

• Importance of the attitude• Its correspondence to behavior• Its accessibility• The presence of social pressure• Whether or not a person has had direct

experience with the behavior• The attitude/behavior relationship is

stronger if it refers to something in our direct personal experience


Compare and Contrast the Major Job Attitudes

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• Job Satisfaction– A positive feeling about the job resulting from an

evaluation of its characteristics• Job Involvement

– Degree of psychological identification with the job where perceived performance is important to self-worth

• Logical Empowerment– Belief in the degree of influence over the job,

competence, job meaningfulness, and autonomy


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• Organizational Commitment– Identifying with a particular organization and its goals,

while wishing to maintain membership in the organization.

– Three dimensions:• Affective – emotional attachment to organization• Continuance Commitment – economic value of

staying• Normative – moral or ethical obligations


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• Organizational Commitment (cont)– Has some relation to performance, especially for new

employees.– Theoretical models propose that employees who are

committed will be less likely to engage in work withdrawal even if they are dissatisfied, because they have a sense of organizational loyalty.


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• Perceived Organizational Support (POS)– Degree to which employees believe the organization

values their contribution and cares about their well-being.

– Higher when rewards are fair, employees are involved in decision making, and supervisors are seen as supportive.

– High POS is related to higher OCBs and performance.


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• Employee Engagement– The degree of involvement with, satisfaction with, and

enthusiasm for the job.– Engaged employees are passionate about their work

and company.


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• Are These Job Attitudes Really Distinct?– No: these attitudes are highly related– Variables may be redundant (measuring the same

thing under a different name)– While there is some distinction, there is also a lot of

overlap– Overlap may cause confusion

Define Job Satisfaction and Show How It Can Be Measured

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• Job satisfaction– A positive feeling about a job resulting from an evaluation of its

characteristics• Two approaches for measuring Job Satisfaction are popular:

– The single global rating – The summation of job facets

Define Job Satisfaction and Show How It Can Be Measured

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Insert Exhibit 3.2


Summarize the Main Causes of Job Satisfaction

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• Pay influences job satisfaction only to a point.– After about $40,000 per year (in the U.S.), there is no

relationship between amount of pay and job satisfaction. – Money may bring happiness, but not necessarily job

satisfaction.


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Insert Exhibit 3-3



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Insert Exhibit 3-4

Summarize the Main Causes of Job Satisfaction– Personality also plays a role in Job Satisfaction.

• People who have positive core self-evaluations, who believe in their inner worth and basic competence are more satisfied with their jobs than those with negative core self-evaluations.

• Those with negative core self-evaluations set less ambitious goals and are more likely to give up when confronting difficulties.

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Identify Four Employee Responses to Dissatisfaction

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Insert Exhibit 3-5


Summary and Implications for Managers• Satisfied and committed employees have lower rates of

turnover, absenteeism, and withdrawal behaviors. • Managers will also want to measure job attitudes effectively

so they can tell how employees are reacting to their work. • The most important thing managers can do to raise

employee satisfaction is focus on the intrinsic parts of the job, such as making the work challenging and interesting.

• Although paying employees poorly will likely not attract high-quality employees to the organization or keep high performers, managers should realize that high pay alone is unlikely to create a satisfying work environment.

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accounting homework

Documents

personnel filestereotypes

job performance declines

job satisfactionweek

performance evaluations

impact of job seniority

major life activities

transgender employees

religionalthough employees