BBA Program

Organizational Behavior
Dr. Shahid Mir,
Fulbright Scholar, PhD, MBA, BE,
Assistant Professor,
Teacher, Researcher, Trainer, Consultant,
Chairman, Procurement Committee,
Ex-Director QEC, Ex. Chairman, Department of Management,
Ex-Testing In-charge, Ex-Students Counselor,
Institute of Business Administration, Karachi
Certified: SECP Board Director, SPPRA, ISO 9000
Master Trainer LUMS/McGill/CIDA, USAID, Sindh PPRA
 • A Story about Charles Schwab by Dale
Carnegie in his book “How to Win Friends
and Influence People”
A Story about Charles Schwab
• "I consider my ability to arouse enthusiasm among my
people," said Schwab, "the greatest asset I possess, and the
way to develop the best that is in a person is by
appreciation and encouragement.
• "There is nothing else that so kills the ambitions of a person
as criticisms from superiors. I never criticize any-one. I
believe in giving a person incentive to work. So I am
anxious to praise but loath to find fault. If I like anything, I
am hearty in my approbation and lavish in my praise."
Job Satisfaction

• Job Satisfaction: A Positive feeling about one's job

resulting from an evaluation of its characteristics
• Job involvement
• Job enrichment
• Job empowerment
• Well-being and Work-life balance
• Employees Engagement
 Components of Attitudes

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
According to 2015 Global Human Capital Trends Report
Source: Global Human Capital Trends 2015, Deloitte University Press

• Culture and Engagement:

• In 2015, culture and engagement was rated the most
important issue overall, slightly edging out leadership (the
No. 1 issue in 2014).
• This challenge highlights the need for business and HR
leaders to gain a clear understanding of their organization’s
culture and reexamine every HR and talent program as a way
to better engage and empower people.
Jack Welch

• Employee engagement first.

“No company, small or large, can win over the long run
without energized employees who believe in the [firm's]
mission and understand how to achieve it. That's why you
need to take the measure of employee engagement at least
once a year through anonymous surveys in which people
feel completely safe to speak their minds.”
Direct Cost to Employers.

Gallup has estimated that employee disengagement costs the overall US economy
as much as $650 billion every year.

• Disengaged employees take more sick days and are tardy more often.
• Disengaged employees undermine the excellent work their more engaged
colleagues accomplish.
• Constant complaining is a common characteristic of disengaged employees.
• The decreased productivity of each disengaged employee costs each employer
$3,400 to $10,000 in salary.
• Missed deadlines and poor sales results are common characteristics of
disengaged employees.
• Customer complaints often rise with employee disengagement.
Disengaged employees create disengaged customers because frustrated
workers can’t help but pass on their cynicism and negativity.
Global Trends
South Asia (Afghanistan,
Bangladesh, India, Nepal,
Pakistan and Sri Lanka)
South Asia (Afghanistan, Bangladesh, India,
Nepal, Pakistan and Sri Lanka)
Top 10 Contributors to Employee
Job Satisfaction
% of Respondents
Factor Contributing to Job Satisfaction Rating Factor as
“Very Important”
Job security 63%
Opportunities to use skills and abilities 62%
Organization’s financial stability 55%
Relationship with immediate supervisor 55%
Compensation 54%
Benefits 53%
Communication between employees and Senior management 53%
The work itself 53%
Autonomy and independence 52%
Management’s recognition of employee performance 49%
Source: Society for Human Resource Management (SHRM) 2011 Employee Job and Satisfaction Survey
Top 10 Contributors to Employee
Engagement
Fact Engagement Condition or Contributing to Job % of Respondents “Satisfied”
Satisfaction or “Very Satisfied”
The work itself 76%
Relationship with co-workers 76%
Opportunities to use skills and abilities 74%
Relationship with immediate supervisor 73%
Contribution of work to organization’s business goals 71%
Autonomy and independence 69%
Meaningfulness of job 69%
Variety of work 68%
Organization’s financial stability 63%
Overall corporate culture 60%
Source: Society for Human Resource Management (SHRM) 2011 Employee Job and Satisfaction Survey
Engagement and Satisfaction Drivers
Combined Rankings
Engagement Satisfaction
Ranking Factor Ranking
1 The work itself 8
2 Relationships with co-workers NR
3 Opportunities to use skills and abilities 2
4 Relationship with immediate supervisor 4
5 Contribution of work to organization’s business goals NR
6 Autonomy and independence 9
9 Organization’s financial stability 3
NR Job security 1
NR Compensation 5
NR Benefits 6
While the benefits of high engagements are clear, the
available data shows engagement remains a challenge
for many companies:
• Engagement scores decline as employee tenure
increases
• Scores decline at the lowest levels of the organization
Scores Decline at the Lowest Levels of the Organization

Employee Net Promoter Score

70

60

50

40

30

20

10

0
0 1 2 3 4 5 6 7
-10

Series 1

Source: Netsurvey analysis, (n=130,000)

Rank-wise Engagement

25.00%

20.00%

15.00%

10.00%

5.00%

0.00%
C-Level VP/Directors Manager Front Line
-5.00%

-10.00%

Source: Netsurvey analysis, (n=130,000)

Department wise Engagement

35

30

25

20

15

10

0
Management Communication HR Finance Marketing Sales Purchasing IT Production Customer
Service

Series 1

Source: Netsurvey analysis, September 2012 (n=130,000)

What Would you
Change about to
Make it Better
An Effective Approach to Engaging
Employees
Traditional approach Business-led approach
Led by HR Led by line supervisors
Oriented around metrics Oriented around dialogues and action
Supervisors get directives from the center Supervisors are empowered and
accountable
Top-down initiatives address symptoms Team-generated initiatives address root
causes
Survey every 12–18 months Quarterly pulse checks
One-way information flow, no formal Two-way information flow through closed-
dialogue with employees loop feedback
No customer focus Integrates customer perspective
Annual event Continuous process, embedded into daily
priorities
Hard Questions for Managers
• Do our supervisors take responsibility for engagement, rather than looking
to HR whenever the topic comes up?
• Do we make it clear that supervisors must continually focus on their
team’s engagement, and do we provide the right support for regular team
dialogues?
• Do our employees believe senior management acts on their ideas and
suggestions? Or do they view surveys as a dead end?
• Is addressing the obstacles to engagement of frontline employees a high
company priority?
• Can our supervisors describe the unique factors of engagement for their
specific teams?
• At the last discussion about employee feedback, was more time spent on
addressing the root causes of issues than on the trend of the numbers?