Chapter Robbins & Judge Organizational Behavior 15th Edition
Diversity in Organization Luong Thu Ha, PhD
@ 2015 Prentice‐Hall Inc. All rights 2‐0 reserved . Chapter 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
© 2015 Prentice‐Hall Inc. All rights 2‐1 reserved. ➢
Surface-Level Diversity: ➢
Differences in easily received Level of Diversity characterristics, such as
gender, race, ethnicity, age or disability, that do not
necessarily reflect the ways Diversity Management
people think or feel but that may activate certain stereotypes.
➢ Deep-Level Diversity: Differences in values,
Surface-Level Diversity personality, and work
preferences that become progressively more Deep-Level Diversity
important for determining
similarity as people get to
know one another better.
© 2015 Prentice‐Hall Inc. All rights 2‐2 reserved.
© 2015 Prentice‐Hall Inc. All rights 2‐3 reserved.
Biographical Characteristics and Relevant to OB ➢ Age
– Belief is widespread that job performance declines with increasing age. – The workforce is aging. ➢ Gender
– 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.
© 2015 Prentice‐Hall Inc. All rights 2‐4 reserved.
Biographical Characteristics and Relevant to OB ➢ Race and Ethnicity
– Employees tend to favor colleagues for their own race in
performance evaluations, promotion decisions, pay raises.
– Different attitudes on affirmative action or quota filling can affect
the performance of minority groups in the organisation. ➢ Disability
– A person is disabled who has any physical or mental impairment
that substantially limits one or more major life activities.
– The – Strong biases exist against those with mental impairment.
© 2015 Prentice‐Hall Inc. All rights 2‐5 reserved.
Biographical Characteristics and Relevant to OB ➢ 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 federal law regarding their
religion in some countries, it is still an issue in the workplace. ➢ 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.
© 2015 Prentice‐Hall Inc. All rights 2‐6 reserved.
An individual’s capacity to perform the various tasks in a job.
➢ Made up of two sets of factors: – Intellectual Abilities:
• The abilities to do mental activities: Thinking, reasoning and problem solving
• General Mental Ability (GMA) is a measure of overall intelligence.
• The more comlplex a job, the more general inteligence it demands.
• No correlation between intelligence and job satisfaction. – Physical Abilities:
• The capacity to do tasks demanding stamina, dexterity, strength, and similar characteristics.
© 2015 Prentice‐Hall Inc. All rights 2‐7 reserved.
Dimensions of Intellectual Ability Number Aptitude Verbal Memory Comprehension Intellectual Ability Spatial Perceptual Visualization Speed Deductive Inductive Reasoning Reasoning E X H I B I T 2–1
© 2009 Prentice‐Hall Inc. All rights 2‐8 reserved. Nine Basic Physical Abilities ➢ Strength Factors – Dynamic strength – Trunk strength – Static strength – Explosive strength
➢ Flexibility Factors – Extent flexibility – Dynamic flexibility ➢ Other Factors – Body coordination – Balance – Stamina
© 2015 Prentice‐Hall Inc. All rights 2‐9 reserved.
All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying, recording, or otherwise,
without the prior written permission of the publisher. Printed in the
United States of America.
Copyright ©2015 Pearson Education,
Inc. Publishing as Prentice Hall Chapter Robbins & Judge Organizational Behavior 16th Edition
Attitudes and Job Satisfactions Luong Thu Ha, PhD
© 2015 Prentice‐Hall Inc. All 3‐ rights reserved. 11 Chapter Learning Objectives
➢ After 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.
© 2015 Prentice‐Hall Inc. All 3‐ rights reserved. 12
Evaluative statements or judgments concerning objects, people, or events.
Three components of an attitude: The emotional Affective = Feeling or Cognitive = Evaluation feeling segment Behavioral = Action belief segment of de someone or
something See E X H I B I T 3–1
© 2015 Prentice‐Hall Inc. All 3‐ rights reserved. 13
Relation btw Attitudes and Behavior?
➢ Does Behavior Always Follow from Attitudes?
➢ Leon Festinger – No, the reverse is sometimes true!
➢ Cognitive Dissonance: Any incompatibility between
two or more attitudes or between behavior and attitudes
– Individuals seek to reduce this uncomfortable gap, or
dissonance, to reach stability and consistency
– Consistency is achieved by changing the attitudes,
modifying the behaviors, or through rationalization
– Desire to reduce dissonance depends on: • Importance of elements
• Degree of individual influence
• Rewards involved in dissonance 14 3‐ © 2015 Prentic e‐Hall Inc. All rights reserve d. Moderating Variables
➢ The most powerful moderators of the attitude-
behavior relationship are:
– Importance of the attitude
– Correspondence to behavior – Accessibility
– Existence of social pressures
– Personal and direct experience of the attitude. Attitudes Predict Behavior
Moderating Variables
© 2015 Prentice‐Hall Inc. All 3‐ rights reserved. 15
What are the Major Job Attitudes? ➢ 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
➢ Psychological Empowerment
– Belief in the degree of influence over the job, competence, job meaningfulness, and autonomy
© 2015 Prentice‐Hall Inc. All 3‐ rights reserved. 16 Major Job Attitudes (Cont)
➢ 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
– Has some relation to performance, especially for new employees.
– Less important now than in past – now perhaps more of
occupational commitment, loyalty to profession rather than a given employer.
© 2015 Prentice‐Hall Inc. All 3‐ rights reserved. 17 Major Job Attitudes (Cont)
➢ 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.
➢ Employee Engagement
– The degree of involvement with, satisfaction with, and enthusiasm for the job.
– Engaged employees are passionate about their work and company.
© 2015 Prentice‐Hall Inc. All 3‐ rights reserved. 18
➢ One of the primary job attitudes measured.
– Broad term involving a complex individual summation of a
number of discrete job elements. ➢ How to measure?
– Single global rating (one question/one answer) - Best
– Summation score (many questions/one average) - OK
➢ Are people satisfied in their jobs?
– In the U. S., yes, but the level appears to be dropping.
– Results depend on how job satisfaction is measured.
– Pay and promotion are the most problematic elements.
See E X H I B I T 3–2
© 2015 Prentice‐Hall Inc. All 3‐ rights reserved. 19
Average Levels of Job Satisfaction by Country
© 2015 Prentice‐Hall Inc. All 3‐ rights reserved. 20 Causes of Job Satisfaction
➢ Pay influences job satisfaction only to a point.
– After about $40,000 a 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.
➢ Personality can influence job satisfaction.
– Negative people are usually not satisfied with their jobs.
– Those with positive core self-evaluation are more satisfied with their jobs.
See E X H I B I T 3–3
© 2015 Prentice‐Hall Inc. All 3‐ rights reserved. 21
Employee Responses to Dissatisfaction Active Exit Voice • Behavior • Active and directed constructive toward attempts to leaving the improve organization conditions Destructive Constructive Neglect Loyalty • Allowing • Passively conditions to waiting for worsen conditions to improve Passive
See E X H I B I T 3–4
© 2015 Prentice‐Hall Inc. All 3‐ rights reserved. 22 Outcomes of Job Satisfaction ➢ Job e P rformance – Satisfied
workers are more productive AND m ore prod
uctive workers are more satisfied!
– The causality may run both ways. ➢ Organiza tional Citizenship Behaviors – Satisfaction
influences OCB through perceptio ns of fa r i ness. ➢ Cus mer to Satisfaction – Satisfied
frontline employees increase custom er satisfaction and loyalty. ➢ Absen teeism – Satisfied
employees are moderately less likely to miss o w rk.
© 2015 Prentice‐Hall Inc. All 3‐ rights reserved. 23
More Outcomes of Job Satisfaction ➢ Turnover
– Satisfied employees are less likely to quit.
– Many moderating variables in this relationship.
• Economic environment and tenure
• Organizational actions taken to retain high performers and to weed out lower performers ➢ Workplace Deviance
– Dissatisfied workers are more likely to unionize, abuse
substances, steal, be tardy, and withdraw.
Despite the overwhelming evidence of the impact of job
satisfaction on the bottom line, most managers are either
unconcerned about or overestimate worker satisfaction.
© 2015 Prentice‐Hall Inc. All 3‐ rights reserved. 24
Summary and Managerial Implications
➢ Managers should watch employee attitudes:
– They give warnings of potential problems – They influence behavior
➢ Managers should try to increase job satisfaction and
generate positive job attitudes
– Reduces costs by lowering turnover, absenteeism, tardiness, theft, and increasing OCB
➢ Focus on the intrinsic parts of the job: make work
challenging and interesting – Pay is not enough
© 2015 Prentice‐Hall Inc. All 3‐ rights reserved. 25
All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying, recording, or otherwise,
without the prior written permission of the publisher. Printed in the
United States of America.
Copyright ©2015 Pearson Education,
Inc. Publishing as Prentice Hall