OB 2 3

1. JAHAN University
JAHAN University

2. Introduction to Organizational
Behavior
Teacher
Abdullah wahidyar

3. Diversity in Organization

4. Diversity
• Effective diversity management increases an
organization’s access to the widest possible
pool of skills, abilities, and ideas.
• Levels of Diversity
– Surface level diversity , it is mostly reflected by
demographic not thoughts and feelings, and can
lead employees to perceive one another through
stereotypes and assumptions.
– deep-level diversity personality and values,
represent this level .

5. Diversity
• Discrimination: effective diversity
management also means working to eliminate
unfair discrimination . To discriminate is to
note a difference between things, which in
itself isn’t necessarily bad.
• Usually when we talk about discrimination, we
mean allowing our behavior to be influenced
by stereotypes about groups of people.

6. Diversity
Biographical Characteristics: Personal
characteristics—such as age, gender, race,
and length of tenure—that are objective
and easily obtained from personnel
records. These characteristics are
representative of surface-level diversity.

7. Diversity
Surface Level Diversity
• Age
• Gender
• Race and Ethnicity
• Disability
• Tenure
• Religion
• Sexual Orientation and
Gender Identity
Deep Level Diversity
• Ability
– Intellectual Abilities
– General Mental Abilities
– Physical Abilities

8. Implementing Diversity Management
Strategies
• Having discussed a variety of ways in which
people differ, we now look at how a manager
can and should manage these differences.
• Diversity management: makes everyone
more aware of and sensitive to the needs and
differences of others.

9. Implementing Diversity Management
Strategies
• Attracting, Selecting, Developing, and
Retaining Diverse Employees:
– target recruiting messages to specific
demographic groups underrepresented in the
workforce.
– fairness and objectivity in selecting employees
and focus on the productive potential of new
recruits.

10. • People with similar personality traits are more
likely to be promoted than those whose
personalities are different (avoid it).
• Diversity in Groups
– In some cases, diversity in traits can hurt team
performance, whereas in others it can facilitate it.
– Surface-level diversity has less effects, whereas
deep-level has more effects on group
performance.
Implementing Diversity Management
Strategies

11. • Effective Diversity Programs
– Effective, comprehensive workforce diversity
programs have three distinct components:
– First, they teach managers about the legal
framework for equal employment opportunity
and encourage fair treatment of all people.
– Second, they teach managers how a diverse
workforce will be better able to serve a diverse
market of customers and clients.
Implementing Diversity Management
Strategies

12. 3. Third, they foster personal development
practices that bring out the skills and abilities of
all workers, acknowledging how differences in
perspective can be a valuable way to improve
performance for everyone.
Implementing Diversity Management
Strategies

13. Attitudes
and
Job Satisfaction

14. Attitudes
• Attitudes are evaluative statements—either
favorable or unfavorable—about objects,
people, or events. They reflect how we feel
about something. When I say “I like my job,” I
am expressing my attitude about work.

15. Attitudes

16. Does Behavior Always Follow from
Attitudes?
• Festinger proposed that cases of attitude
following behavior illustrate the effects of
cognitive dissonance.
• Cognitive Dissonance means any
incompatibility an individual might perceive
between two or more attitudes or between
behavior and attitudes.

17. • Festinger argued that any form of inconsistency
is uncomfortable and that individuals will
therefore attempt to reduce it. They will seek a
stable state, which is a minimum of dissonance.
• Research has generally concluded that people
do seek consistency among their attitudes and
between their attitudes and their behavior.
They either alter the attitudes or the behavior,
or they develop a rationalization for the
discrepancy.
Does Behavior Always Follow from
Attitudes?

18. What Are the Major Job Attitudes?
• Most of the research in OB has looked at
three attitudes:
1. job satisfaction,
2. job involvement, and
3. organizational commitment.
• Job Satisfaction: When people speak of
employee attitudes, they usually mean job
satisfaction , which describes a positive feeling
about a job, resulting from an evaluation of its
characteristics.

19. What Are the Major Job Attitudes?
• Job Involvement: It means the degree to
which people identify psychologically with
their job and consider their perceived
performance level important to self-worth.
– Another closely related concept is psychological
empowerment , employees’ beliefs in the degree
to which they influence their work environment,
their competence, the meaningfulness of their
job, and their perceived autonomy.

20. What Are the Major Job Attitudes?
• Organizational Commitment: In organizational
commitment , an employee identifies with a
particular organization and its goals and wishes
to remain a member.
– Research indicates that employees who feel their
employers fail to keep promises to them feel less
committed, and these reductions in commitment,
in turn, lead to lower levels of creative
performance.

21. • Employee Engagement: is a new concept that
means an individual’s involvement with,
satisfaction with, and enthusiasm for, the
work she does.
• Evidence suggests these attitudes are highly
related, perhaps to a troubling degree.
• There is some distinctiveness among them,
but they overlap greatly.
What Are the Major Job Attitudes?

22. The Impact of Satisfied and Dissatisfied
Employees on the Workplace
• One theoretical model—the exit–voice–
loyalty–neglect framework—is helpful in
understanding the consequences of
dissatisfaction.
• This framework identifies four responses,
which differ along two dimensions:
constructive/destructive and active/passive.

23. The Impact of Satisfied and Dissatisfied
Employees on the Workplace
• One theoretical model—the exit–voice–
loyalty–neglect framework—is helpful in
understanding the consequences of
dissatisfaction.
• This framework identifies four responses,
which differ along two dimensions:
constructive/destructive and active/passive.

24. The Impact of Satisfied and Dissatisfied
Employees on the Workplace

25. • Job Satisfaction and Job Performance –
• Job Satisfaction and OCB –
• Job Satisfaction and Customer Satisfaction –
• Job Satisfaction and Absenteeism –
• Job Satisfaction and Turnover –
• Job Satisfaction and Workplace Deviance –
Arrows show the correlation is positive, moderate or negative
The Impact of Satisfied and Dissatisfied
Employees on the Workplace