管理经济学14

• 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
Model of Emotions, Attitudes, and Behavior
Perceived Environment
Cognitive process Beliefs
Attitude
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Emotional process
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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
Share of men 99% 84
Share of women 96% 48
Men $48,068 52,510
Women $21,363 29,507
Pay Ratio 44% 56
Source: Business Week, Jun 14, 2004
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EVLN Model
EXIT – leaving the
• 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
• Organizational Commitment - An employee’s emotional attachment to, identification with, and involvement in a particular organization.
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- Continuance commitment – An employee’s calculative attachment to an organization. Motivated to stay only because it is costly to leave.
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70%
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Gender and Pay Gap
Women vs. Men: The Real Pay Gap
Average annual earnings between 1983 and 1998 of workers age 25 to 59
Measure Everyone who worked at least one of the 15 years Those who worked all 15 years, including part-timers
Chapter
14
Managing Employee Attitudes and Well-being
McGraw-Hill/Irwin Principles of Management
© 2008 The McGraw-Hill Companies, Inc., All Rights Reserved.
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Job Satisfaction
A person’s evaluation of his or her job and work context.
Job Satisfaction
It is the appraisal of the perceived:
Job characteristics
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.
Employee-CustomerProfit-Chain Model
Organizational Practices Higher Revenue and Profits
•Satisfied clients •More returning clients •More client referrals
Emotional episodes
Behavior
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Cognitive Dissonance
Cognitive Dissonance An uncomfortable tension experienced when behavior is inconsistent with our attitudes.
- 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
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Employee satisfaction with job and company
•Lower turnover •Friendly service •Motivated staff
Clients perceive highervalue service
Organizational Commitment (OC)
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- Beliefs – These are established perceptions about the attitude objectwhat 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.
LOYALTY – Employees
who respond to dissatisfaction by patiently waiting.
NEGLECT – reducing work
effort, paying less attention to quality, and increasing absenteeism and lateness
• 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.
Source: Conference Board, February 28, 2005
Job Satisfaction By Location
Denmark India Norway United States Ireland Mexico China Hungary 0% 11% 9% 10% 20% 30% 40% 50% 60% 55% 54% 50% 49% 44% 61%
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Learning Objectives
1. 2. 3. 4. Describe 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. 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.