Attitudes

Attitude At Work Place: The Fish! Philosophy

The Fish! Philosophy started at Pike Place Fish Market in Seattle

Fishmongers turned a money-losing, morale draining business into world-famous attraction by deciding to have fun at work largely by tossing fish around and joking with customers
Out of this turnaround came four Fish! Principles

Attitude At Work Place: The Fish! Philosophy

Fish! Principles
Play to create an exciting workplace, employee need to learn how to play, just as fishmongers toss fish Make their Day employees must interact with clients so they, too, have a positive experience Be there employees need to be focused and actively engaged to have fun Choose their attitude everyone has the power to choose how they feel at work

Fish! A Remarkable Way to Boost Morale and Improve Results by Stephen C. Lundin, Harry Paul, John Christensen

Attitudes

A learned predisposition to respond in a consistently favorable or unfavorable manner with respect to a given object

Attitudes
Attitudes
Evaluative statements or judgments concerning objects, people, or events

Cognitive Component
The opinion or belief segment of an attitude

Affective Component
The emotional or feeling segment of an attitude

Behavioral Component
An intention to behave in a certain way toward someone or something

Cognitive Dissonance

The Theory of Cognitive Dissonance

Attitude Follow Behavior Any incompatibility between two or more attitudes or between behavior and attitudes Individuals seek to reduce this gap, or dissonance

Desire to reduce dissonance depends on:

Importance of elements creating dissonance Degree of individual influence over elements Rewards involved in dissonance

How Change Attitude? How toto Change Attitude?

Some examples of cases in which management might desire attitude change

Attitude toward workforce diversity Attitudes toward ethical business practices Attitudes toward anticipated changes, introduction of new technology, TQM Attitude toward safety practices and the use of safety equipment

How to Change Attitude? (cont.)

Traditional approach first try to change beliefs and/or values to change attitude and behavior Organizations generally use persuasion

How to Change Attitude? (cont.)

Goldstein & Melvin

suggest that attempts to use persuasion to change beliefs and values often fail to lead attitude change - audience is unable to see how the new beliefs or values will be applicable to their on-the-job behavior

Individuals should be taught specific behaviors they can apply on the job that corresponds to desired attitude change When behaviors are successful in carrying out their daily activities, attitudes will change to correspond to the newly learned behaviors

How to Change Attitude? (cont.)

Goldstein & Sorcher recommend three techniques

Modeling of correct behavior Role-playing of correct behaviors by trainees Social reinforcement of role-played behaviors Some organizations like AT&T, IBM, and GE have applied these techniques

Types of Attitudes
Job Satisfaction
A collection of positive and/or negative feelings that an individual holds toward his or her job

Job Involvement
Identifying with the job, actively participating in it, and considering performance important to self-worth

Organizational Commitment
Identifying with a particular organization and its goals, and wishing to maintain membership in the organization (Affective, Normative, and Continuance Commitment)

Types of Attitudes, contd

Perceived Organizational Support (POS)
Degree to which employees feel the organization cares about their well-being

Employee Engagement
An individuals involvement with, satisfaction with, and enthusiasm for the organization

Employee Engagement

A heightened emotional connection that an employee feels for his/her organization, that influences him/her to exert greater discretionary behavior to his/her work Engaged employees account for 12% higher customer satisfaction scores, 18% higher productivity, 12% higher profitability, and 17% higher earning per share

Employee Engagement (cont.)

Common Drivers of employee engagement

A culture of respect where outstanding work is valued Availability of constructive feedback and mentoring Opportunity for advancement and professional development Fair and appropriate reward, recognition and incentive systems Availability of effective leadership Clear job expectations Adequate tools to complete work responsibilities High levels of motivation

Trust and Integrity

Gallup Q12

I know what is expected of me at work.

I have the materials and equipment I need to do my work right.

At work, I have the opportunity to do what I do best every day. In the last seven days, I have received recognition or praise for doing good work. My supervisor, or someone at work, seems to care about me as a person There is someone at work who encourages my development.

Gallup Q12 (cont.)

At work, my opinions seem to count.

The mission or purpose of my company makes me feel my job is important.

My associates or fellow employees are committed to doing quality work. I have a best friend at work In the last six months, someone at work has talked to me about my progress This last year, I have had opportunities at work to learn and grow.

Employee Engagement Activities at TCS

Speak up Grievance Redressal System Proactive Employee Engagement Program (PEP) BEAT - company's annual Associate Satisfaction Survey HR connect

Job Satisfaction
A person's evaluation of his or her job and work context A collection of attitudes about specific facets of the job

Career Progress

Job Content

Supervisor

Job Satisfaction

Co-workers

Pay and Benefits

Working Conditions

Job Satisfaction

Measuring Job Satisfaction

Single global rating Summation score

How Satisfied Are People in Their Jobs?

In general, people are satisfied with their jobs. Depends on facets of satisfactiontend to be less satisfied with pay and promotion opportunities

Causes of Job Satisfaction

Pay influences job satisfaction only to a point.
After about $40,000 a year, there is no relationship between amount of pay and job satisfaction.

Personality can influence job satisfaction.

Negative people are usually not satisfied with their jobs.

Job Satisfaction: Attitudes Towards Ones Job

Are People Generally Satisfied with Their Jobs? - overall, most satisfied Some individuals always more satisfied Dispositional model - job satisfaction is a Characteristic that stays with people across situations

(High)

Job satisfaction experienced

Dispositional Model
Predisposed to be satisfied

Predisposed to be dissatisfied
(Low) Now Later Still later Time

How Employees Can Express Dissatisfaction

Exit
Behavior directed toward leaving the organization

Voice
Active and constructive attempts to improve conditions

Loyalty
Passively waiting for conditions to improve

Neglect
Allowing conditions to worsen

EVLN: Responses to dissatisfaction

Which Alternative Do Employee Use? depends on person and situation

Availability of alternative employment Employee with high organizational commitment more likely to voice Personality Past experience

The Effect of Job Satisfaction on Employee Performance

Satisfaction and Productivity

Satisfied workers are more productive AND more productive workers are more satisfied! Worker productivity is higher in organizations with more satisfied workers.

Satisfaction and Absenteeism Satisfaction and Turnover

Satisfied employees have fewer avoidable absences.

Satisfied employees are less likely to quit. Organizations take actions to retain high performers and to weed out lower performers.

Job Satisfaction and OCB

Satisfaction and OCBs

Satisfied employees who feel fairly treated by and are trusting of the organization are more willing to engage in behaviors that go beyond the normal expectations of their job.

Job Satisfaction and Customer Satisfaction

Satisfaction and Customer Satisfaction

Satisfied workers provide better customer service.

Satisfied employees increase customer satisfaction because:

They are more friendly, upbeat, and responsive. They are less likely to turnover, which helps build long-term customer relationships. They are experienced.

Dissatisfied customers increase employee job dissatisfaction.

Employee-Customer-Profit Chain
Company Practices

Satisfied Employees

Less turnover Consistent service

Customers Perceived Value

Satisfied customers Customer referrals

Higher Revenue Growth and Profits

Organizational Commitment: Feelings of Attachment Toward Organizations

Organizational Commitment

degree to which people are involved with their organizations and are interested in remaining within them

It can be characterized by

The strong belief in and acceptance of organizational goals and values A willingness to exert considerable effort on behalf of organization A strong desire to maintain membership in the organization

Types of Organizational Commitment

Being committed to an organization is not only a matter of yes or no or how much

Distinction also- what type of commitment

Types of Organizational Commitment

John Mayer & Natalie Allen Affective Commitment

the strength of a persons desire to continue working for an organization because s/he agrees with its goals and values endorse what organization stands for want to

Key Contributors

interesting satisfying work Role clarity and having ones expectations met after being hired

Types of Organizational Commitment

Continuance commitment
the strength of a persons desire to continue working for an organization because s/he needs to and cannot afford to do otherwise have to increases with greater tenure in the organization

Key Contributors
Pensions funds, being well integrated into community where firm is located

Types of Organizational Commitment

Normative commitment
the strength of a persons desire to continue working for an organization because s/he feels pressure from others to remain Should do reluctance to disappoint others

Key Contributors
Fostered by benefits that build a sense of obligation to Organization some special learning opportunity