Ch 03 Attitudes and Job Satisfaction

7/28/2019 Ch 03 Attitudes and Job Satisfaction

1/15

3-1


2/15

Evaluative statements or judgments concerningobjects, people, or events

Three components of an attitude:

3-2

Attitude

Behavioral

Cognitive

Affective

The emotional

or feelingsegment of an

attitudeThe opinion or

belief segment

of an attitude An intention to

behave in a certainway toward someone

or something


3/15

Leon Festinger

No, the reverse is sometimes true!

Cognitive Dissonance:Any incompatibility betweentwo or more attitudes or between behavior andattitudes

Individuals seek to reduce this uncomfortable gap, ordissonance, to reach stability and consistency

Consistency is achieved by changing the attitudes,modifying the behaviors

Desire to reduce dissonance depends on: Importance of elements

Degree of individual influence

Rewards involved in dissonance

3-3


4/15

The most powerful moderators of the attitude-behavior relationship are:

Importance of the attitude

Correspondence to behavior

Accessibility Existence of social pressures

Personal and direct experience of the attitude

3-4

BehaviorPredictAttitudes

Moderating Variables


5/15

Important attitudes have a strong relationship to

behavior.

The closer the match between attitude and

behavior, the stronger the relationship:

Specific attitudes predict specific behavior General attitudes predict general behavior

The more frequently expressed an attitude, the

better predictor it is.

High social pressures reduce the relationship and

may cause dissonance.

Attitudes based on personal experience are

stronger predictors.

3-5


6/15

Job Satisfaction

A positive feeling about the job resulting from an

evaluation of its characteristics

Job Involvement

Degree of psychological identification with the job

where perceived performance is important to self-

worth

Psychological Empowerment

Belief in the degree of influence over the job,

competence, job meaningfulness, and autonomy

3-6


7/15

Organizational Commitment

Identifying with a particular organization and its goals,while wishing to maintain membership in theorganization.

Three dimensions: Affectiveemotional attachment to organization

Continuance Commitmenteconomic value of staying

Normativemoral or ethical obligations

Has some relation to performance, especially for new

employees. Less important now than in the past now perhaps

more of an occupational commitment, loyalty toprofession rather than a given employer.

3-7


8/15

Perceived Organizational Support (POS) Degree to which employees believe the organization

values their contribution and cares about their well-being.

Higher when rewards are fair, employees are involvedin decision making, and supervisors are seen assupportive.

High POS is related to higher OCBs and performance.

Employee Engagement

The degree of involvement with, satisfaction with, andenthusiasm for the job.

Engaged employees are passionate about their workand company.

3-8


9/15

One of the primary job attitudes measured.

Broad term involving a complex individual summation of

a number of discrete job elements.

How to measure?

Single global rating (one question/one answer)

Summation score (many questions/one average)

3-9


10/15

Pay influences job satisfaction only to a point.

Once an individual reaches a comfortable level of

living, there is no relationship between amount of

pay and job satisfaction.

Money may bring happiness, but not necessarily job

satisfaction.

Personality can influence job satisfaction.

Negative people are usually not satisfied with their

jobs.

Those with positive core self-evaluationare more

satisfied with their jobs.

3-10


11/15

Exit

Behaviordirectedtoward leavingtheorganization

Voice

Active andconstructiveattempts toimproveconditions

Neglect

Allowing

conditions toworsen

Loyalty

Passively

waiting forconditions toimprove

3-11

Active

Passive

ConstructiveDestructive


12/15

Job Performance

Satisfied workers are more productive AND moreproductive workers are more satisfied!

The causality may run both ways.

Organizational Citizenship Behaviors

Satisfaction influences OCB through perceptions offairness.

Customer Satisfaction

Satisfied frontline employees increase customer

satisfaction and loyalty.Absenteeism

Satisfied employees are moderately less likely to misswork.

3-12


13/15

Turnover Satisfied employees are less likely to quit.

Many moderating variables in this relationship.

Economic environment and tenure

Organizational actions taken to retain high performers andto weed out lower performers

Workplace Deviance

Dissatisfied workers are more likely to unionize,

abuse substances, steal, be tardy, and withdraw.

3-13


14/15

Are Employees in Some Cultures More Satisfied

With Their Jobs?

According to some studies, Western workers appear

to be more satisfied than those in Eastern cultures.This may be because Westerners emphasize positive

emotions and individual happiness more than do

those in Eastern cultures.

Another study showed that Indian employees rated

their satisfaction higher than other employees in the

Asia-Pacific region.

3-14


15/15

Managers should watch employee attitudes:

They give warnings of potential problems

They influence behavior

Managers should try to increase job satisfactionand generate positive job attitudes

Reduces costs by lowering turnover, absenteeism,

tardiness, theft, and increasing OCB

Focus on the intrinsic parts of the job: make workchallenging and interesting

Pay is not enough

3-15

Documents

Ch 03 Attitudes and Job Satisfaction