4: Individual Attitudes and Behaviors
- Page ID
- 34443
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\(\newcommand{\avec}{\mathbf a}\) \(\newcommand{\bvec}{\mathbf b}\) \(\newcommand{\cvec}{\mathbf c}\) \(\newcommand{\dvec}{\mathbf d}\) \(\newcommand{\dtil}{\widetilde{\mathbf d}}\) \(\newcommand{\evec}{\mathbf e}\) \(\newcommand{\fvec}{\mathbf f}\) \(\newcommand{\nvec}{\mathbf n}\) \(\newcommand{\pvec}{\mathbf p}\) \(\newcommand{\qvec}{\mathbf q}\) \(\newcommand{\svec}{\mathbf s}\) \(\newcommand{\tvec}{\mathbf t}\) \(\newcommand{\uvec}{\mathbf u}\) \(\newcommand{\vvec}{\mathbf v}\) \(\newcommand{\wvec}{\mathbf w}\) \(\newcommand{\xvec}{\mathbf x}\) \(\newcommand{\yvec}{\mathbf y}\) \(\newcommand{\zvec}{\mathbf z}\) \(\newcommand{\rvec}{\mathbf r}\) \(\newcommand{\mvec}{\mathbf m}\) \(\newcommand{\zerovec}{\mathbf 0}\) \(\newcommand{\onevec}{\mathbf 1}\) \(\newcommand{\real}{\mathbb R}\) \(\newcommand{\twovec}[2]{\left[\begin{array}{r}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\ctwovec}[2]{\left[\begin{array}{c}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\threevec}[3]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\cthreevec}[3]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\fourvec}[4]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\cfourvec}[4]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\fivevec}[5]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\cfivevec}[5]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\mattwo}[4]{\left[\begin{array}{rr}#1 \amp #2 \\ #3 \amp #4 \\ \end{array}\right]}\) \(\newcommand{\laspan}[1]{\text{Span}\{#1\}}\) \(\newcommand{\bcal}{\cal B}\) \(\newcommand{\ccal}{\cal C}\) \(\newcommand{\scal}{\cal S}\) \(\newcommand{\wcal}{\cal W}\) \(\newcommand{\ecal}{\cal E}\) \(\newcommand{\coords}[2]{\left\{#1\right\}_{#2}}\) \(\newcommand{\gray}[1]{\color{gray}{#1}}\) \(\newcommand{\lgray}[1]{\color{lightgray}{#1}}\) \(\newcommand{\rank}{\operatorname{rank}}\) \(\newcommand{\row}{\text{Row}}\) \(\newcommand{\col}{\text{Col}}\) \(\renewcommand{\row}{\text{Row}}\) \(\newcommand{\nul}{\text{Nul}}\) \(\newcommand{\var}{\text{Var}}\) \(\newcommand{\corr}{\text{corr}}\) \(\newcommand{\len}[1]{\left|#1\right|}\) \(\newcommand{\bbar}{\overline{\bvec}}\) \(\newcommand{\bhat}{\widehat{\bvec}}\) \(\newcommand{\bperp}{\bvec^\perp}\) \(\newcommand{\xhat}{\widehat{\xvec}}\) \(\newcommand{\vhat}{\widehat{\vvec}}\) \(\newcommand{\uhat}{\widehat{\uvec}}\) \(\newcommand{\what}{\widehat{\wvec}}\) \(\newcommand{\Sighat}{\widehat{\Sigma}}\) \(\newcommand{\lt}{<}\) \(\newcommand{\gt}{>}\) \(\newcommand{\amp}{&}\) \(\definecolor{fillinmathshade}{gray}{0.9}\)- 4.1: People Come First: The Case of SAS
- This page highlights SAS Institute Inc.'s consistent growth and profitability, driven by exceptional employee management practices. With a turnover rate below 4%, the company enhances loyalty through challenging projects, minimal obstructions to productivity, and well-planned perks like on-site healthcare. Employees benefit from reasonable hours that support work-life balance.
- 4.2: Work Attitudes
- This page discusses the importance of work attitudes, particularly job satisfaction and organizational commitment, in shaping workplace behavior and outcomes. Key influencers include personality traits, work environment fit, and management practices. Positive attitudes enhance performance, retention, and workplace dynamics, while stress and work-life balance play critical roles.
- 4.3: Work Behaviors
- This page explores key organizational behaviors, including job performance, organizational citizenship behaviors (OCB), absenteeism, and turnover. It highlights how factors like employee attitudes, age, personality traits, and market conditions influence these behaviors. Positive attitudes tend to correlate with OCB, while stress and dissatisfaction can lead to higher absenteeism and turnover rates, particularly among younger employees.
- 4.4: The Role of Ethics and National Culture
- This page explores the relationship between job attitudes, ethical behavior, and the influence of national culture. It highlights that a positive ethical environment enhances employee satisfaction and commitment, though it may overlook misconduct. Organizations must balance monitoring unethical actions with fostering trust.
- 4.5: Rebounding from Defeat: The Case of Jeffrey Katzenberg
- This page discusses Jeffrey Katzenberg's shift from a controlling leadership style to an inclusive approach as CEO of DreamWorks Animation after his departure from Disney. He views this change as pivotal for fostering creativity and embracing risk-taking for innovation. Emphasizing the importance of earning respect and creating a supportive environment, Katzenberg believes that a leader's strength comes from their followers' respect, prioritizing quality in recruitment and development.
- 4.6: Conclusion
- This page discusses work attitudes and their impact on employee behaviors such as job performance, absenteeism, and turnover, which are crucial for organizational effectiveness. Companies actively monitor these attitudes to enhance workplace positivity. It emphasizes that individual personality traits and situational factors play significant roles in shaping these attitudes. Further details on these influences are outlined in subsequent chapters.
- 4.7: Exercises
- This page discusses the ethical dilemmas of a department manager in an advertising agency, focusing on employee reports of harassment and a negative blog. The manager faces the decision of revealing the identities of those who reported issues. It also includes role-play exercises for exit interviews and attitude surveys aimed at addressing concerns and enhancing workplace conditions.