BHMH2005

Organizational Behavior

Chapter 1 & 3

1
 Learning Objectives

 Define organizational behavior (OB).

 Contrast the three components of an
attitude.
 Summarize the relationship between
attitudes and behavior.
 Compare the major job attitudes.
 Identify outcomes of job satisfaction.
 Identify the impact of job dissatisfaction.

5‐2
 Chapter

What is Organisational Behaviour

5‐3
 Organizational Behavior (OB)

• Organisational Behaviour is a field of study that 
investigates the impact that individuals, groups, 
human
and structure have on behavior within 
organizations for the purpose of applying such 
knowledge toward improving an organization’s 
effectiveness. 

Copyright © 2013 Pearson Education 1‐4

(system approach)
transformational

公民責任 (重視公司)

凝聚⼒
obtain org. goal
辦公室政治
?solve

hire?
e.g. funtional
follow pattern?
compare with compatitor
變⾰

1-5
 Chapter

Attitudes and Job Satisfaction

3‐6
Components of an Attitude

認知
how

what happen
+/-

(intuition decision)
like or not
lead

3-7
 Components of an Attitude
• Attitudes
– Evaluative statements – either favorable or
unfavorable – about objects, people, or events.
– They reflect how we feel about something.

– Cognitive component
 The opinion or belief segment of an attitude.
– Affective component
+/-
 The emotional or feeling segment of an attitude.
– Behavioural component
action
 An intention to behave in a certain way toward
someone or something.
 Relationship
Between Attitudes and Behavior
• Attitudes predict behaviour
– Some researchers agreed that attitudes predict
future behaviour (i.e. the feeling
attitudes people hold
determine what they do).
• Attitudes follows behaviour
– Festinger argued that sometimes attitudes
follows behaviour
不⼀致
– The phenomenon of cognitive dissonance.

3‐9
 Cognitive Dissonance
不⼀
• Cognitive dissonance is the incompatibility
an individual might perceive between two or
more attitudes or between their attitudes and e.g. smoking - hate smoker, predict not, behave yes
their behavior.
• Any form of inconsistency is uncomfortable,
and individual will attempt to reduce it.
• People therefore seek more consistency by :
–change
Alter the behavior
– Alter the attitudes
合理化 incompatibility
– Develop a rationalization for the discrepancy
action/behavior ->accept
benefit/?reason

3‐10
 Cognitive Dissonance

• Festinger proposed that the desire to reduce

cognitive dissonance depends on three
factors :
– Importance of elements creating cognitive
dissonance
effort
not easy high/low
– Degree of influence over the elements
– Rewards of pressure
attitude
cognitive dissonance
get bonus/commission?
->behavior x?

3‐11
Moderators / Moderating Variables 
 The most powerful moderators or moderating
variables of the attitude-behavior relationship are:
– Importance of the attitude
affect
• Important attitudes have a strong relationship to behavior.
(more important)
• Fundamental values, 特質/⼼靈
self-interest, identification with
individuals/groups we value. e.g. corruption, for/against ->behave
– Accessibility of the attitude
remind
• Repeated expression of the attitude enhances the likelihood
that the attitude will be activated from memory
• Easily accessible attitudes from memory are more likely to
accept/reject
predict our behaviour

Attitudes Predict Behavior

Moderators 3‐12
Moderators / Moderating Variables 
親⾝
– Direct experience
• If an attitude refers to something with which we have direct
experience, the relationship between attitude and behaviour is
strengthen/enhance
likely to be stronger.
• It makes the attitude more accessible.
– Social pressures
e.g. peer group/boss

• When the social pressures to behave in ways against the attitude

hold exceptional power, discrepancies between attitudes and
do sth. diff. from atttitude
behaviour tend to occur

Attitudes Predict Behavior

Moderators 3‐13
 Major Job Attitudes

• Job Satisfaction
+ do, - x do
– A positive feeling about the job resulting from an
evaluation of its characteristics
• Job Involvement
認同感
– The degree to which a person identifies withworkaitself
more willing
concern
job, actively participates in it and considers
meaningful?
performance important to self-worth
(under org. structure)
• Psychological Empowerment
more power to make decision
– Belief in the degree of influenceability
over the work
environment, their competence, job ⾃主性
meaningfulness, and their autonomy in the work
e.g. group project - when start 3‐14
 Major Job Attitudes
• Organizational Commitment
– The degree to which an employee identify
with a particular organization and its goals,
and wishese.g.to maintain membership in the
Apple - goal: innovation, develop new product
organization. willing to stay

3‐15
 Major Job Attitudes
• Perceived Organizational Support (POS)
– Degree to which employees believe the organization
emphasize
values their contribution and cares about their well-
e.g. medical plan
being.
bonus 多勞多得
– Higher when rewards are fair, employees have a
voice in decisions, and supervisors are seen as
supportive. benefit to org.

3‐16
 Major Job Attitudes
diff.
• Are these job attitudes really distinct?
– No: these attitudes are highly related
– While there is some distinction, there is also a
lot of overlap that may cause confusion

3‐17
 Outcomes of Job Satisfaction
• Task Performance / Job Performance
– The combination of effectiveness lessand efficiency
resources, high output
at doing your core job tasks. (Chapter 1, p.59)
– Happy workers are more likely to be productive
e.g. productivity, quality of work
workers.
• Organizational Citizenship Behavior (OCB)
high, positive+
– The discretionary behavior that超越公司要求 is not part of an
employee’s formal job requirements, and that
know ? contribution
contributes to the psychological and social
donation, charities
environment of the workplace, is called
help other, no fussy計較
organizational citizenship behavior. (Chapter 1, p.59)
– People who are more satisfied with their jobs
pos. feeling -> willing to participate
are more likely to engage in OCB.
3-18
Outcomes of Job Satisfaction
• Customer Satisfaction
– Satisfied employees increase customer purchase future
satisfaction and loyalty
• Life Satisfaction
paid/unpaid
– Our overall happiness depends on our job
spend many time
satisfaction
CSR e.g. encourage volunteering, paid

3-19
Impact of Job Dissatisfaction

建設性 破壞性

3-20
 Impact of Job Dissatisfaction
• EVLN model
– Exit response
x work less opptunities
• Behaviour directed toward leaving the organisation
including looking for a new position and resigning x want improve

– Voice response
• Actively and constructively attempting to improve the
including suggesting improvements, discussing problems with superiors, and some forms of union activity.
conditions
– Loyalty response
• Passively but optimistically waiting for conditions to
including speaking up for the org. in the face of external criticism, and trusting the org. and its management to “do the right thing.”
improve
– Neglect response
• Passively allowing conditions to worsen
including chronic absenteeism or lateness, reduced effort, and increased error rate. 3-21
Exit and neglect behaviors encompass our performance variables - productivity, absenteeism, and turnover.
Voice and loyalty are constructive behaviors that allow individuals to tolerate unpleasant situations or to revive satisfactory working
It helps to understand situations such as sometimes found among unionized
conditions.workers, when low job satisfaction is coupled with low turnover.
 Impact of Job Dissatisfaction
unnormal
• Counterproductive Work Behaviour (CWB)
– Also termed withdrawal behaviour (Ch.1: OB Model)
– Also termed deviant workplace behaviour (Ch.9)
– Actions that actively damage the organization,
stationery bullying violent
including stealing, behaving aggressively towards
coworkers, or being late or absent, etc.
– Absenteeism
how to improve
• Lowered job satisfaction predicts absenteeism.
– Turnover
& workplace deviance

• A pattern of lowered job satisfaction is a predictor of

maintain the membership? looking for another job
possible intent to leave. problem - job itself/org. culture
socialization, new worker accept
motivator - reduce job dissatisfaction. salary, will stay
3-22
Many managers simply don’t seem to recognize that employee satisfaction have an impact on a company’s bottom line.
 Revision (Q1)

Any incompatibility between two or more attitudes 
or between attitudes and behavior results in 
________.

a) organizational dissonance
b) cognitive dissonance
c) attitudinal clarification
d) values clarification

3‐23
 Revision (Q2)

Job dissatisfaction is more likely to translate into 
________ when employees feel or perceive they 
have many available job alternatives.

a) neglect
b) engagement
c) lateness
d) turnover

3‐24
 Source & Reading
Textbook
• Robbins, Stephen P. and Judge, Timothy A. (2019), Organizational Behavior,
Pearson (18th Ed.)
Chapter 1 – Introduction
– pp. 41-42, 59-60
Chapter 3 – Attitudes
– pp. 106-114, 120-126
• Robbins, Stephen P. and Judge, Timothy A. (2019), Organizational Behavior,
Pearson (18th Ed.) eBook

Other reference
• Robbins, S. P. & Judge, T. A. (2013). Organizational Behavior (pp. 25, 71).
Boston: Pearson.
Retrieved from
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eadership_on_trust_organizational_performance/attachment/59d62af079197b8
077989550/AS%3A341225224851456%401458365841566/download/organizati
onal-behavior-15e-stephen-p-robbins-timothy-a-judge-pdf-qwerty.pdf 25
Prepared by: Doreen Tse