Attitude Components6-4 Copyright © 2011 Pearson Education, Inc.. Discrimination6-6 Copyright © 2011 Pearson Education, Inc.. Affirmative Action6-8 Copyright © 2011 Pearson Education, Inc
Trang 2Learning Objectives
1 Define attitudes and work-related attitudes,
and describe the basic components of
attitudes.
2 Distinguish between prejudice and
discrimination, and identify various victims of
prejudice in organizations.
3 Describe some of the steps being taken by
organizations today to manage diversity in
the workforce and their effectiveness.
6-2
Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall
Trang 3Learning Objectives
4 Describe the concept of job satisfaction and
summarize four major theories of job
satisfaction.
5 Describe the concept of organizational
commitment, its major forms, the
consequences of low levels of organizational
commitment, and how to overcome them.
6-3
Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall
Trang 4Attitude Components
6-4
Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall
Trang 6Prejudice vs Discrimination
6-6
Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall
Trang 7Bases for Prejudice
Trang 8Affirmative Action
6-8
Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall
Trang 10Diversity Success
Guidelines
Actively pursue the best people
Make sure people are accepted and fit in
Trang 11Diversity Success
Guidelines
Avoid treating someone from a certain group as special
Provide total managerial support
Assess process and progress
Pay attention to details
Plan for the future
6-11
Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall
Trang 15Job Satisfaction
Social Information Processing
Adopt others’ attitudes and behaviors
• Based on others’ cues
6-15
Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall
Trang 16Measuring Job Satisfaction
Rating scales and questionnaires
Trang 17Job Dissatisfaction Consequences
Trang 18Unfolding Model of Voluntary
Turnover
6-18
Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall
Trang 19Job Dissatisfaction Consequences
Weak, positive relationship with task performance
Reduced organizational citizenship behaviors
Increased occupational injuries
Influences life outside work
6-19
Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall
Trang 20Promoting Job Satisfaction
Pay people fairly
Improve the quality of supervision
Match people to jobs that fit their interests
Decentralize organizational power
6-20
Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall
Trang 21Organizational Commitment
6-21
Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall
Trang 23Organizational Commitment Development
Enrich jobs
Align company and employees interests
Recruit and select new employees whose values closely match organization values
6-23
Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall
Trang 24This work is protected by United States copyright laws and is provided
solely for the use of instructors in teaching their courses and assessing student
learning
Dissemination or sale of any part of this work (including on the World
Wide Web) will destroy the integrity of the work and is not permitted The work
and materials from it should never be made available to students
except by instructors using the accompanying text in their classes All
recipients of this work are expected to abide by these restrictions and to honor the intended pedagogical purposes and the needs of other instructors who rely
on these materials.
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 © 2011 Pearson Education, Inc Publishing as Prentice Hall 6-24