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1 Lecture 1 Attitudes and Job Satisfaction S. Chan BBA 352 Organizational Behavior.

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Presentation on theme: "1 Lecture 1 Attitudes and Job Satisfaction S. Chan BBA 352 Organizational Behavior."— Presentation transcript:

1 1 Lecture 1 Attitudes and Job Satisfaction S. Chan BBA 352 Organizational Behavior

2 2 Google: Chef-prepared food Huge gym and equipment Onsite car wash Oil changes Haircuts and dry clean Free doctor checkup Child care service Free transportation – shuttle bus Automatic life insurance 25 vocation days to employees with >6 years of seniority Tuition reimbursement $8000 per year $2000 bonus for refering employees who work at least 60 days …..

3 3 Attitudes  Behavior  Job satisfaction

4 4 Attitudes – The component of attitudes -Evaluative statements (favorable/unfavorable) about objects, people or events Cognitive component Opinion or belief on an attitude: My pay is low Affective component Emotional feeling of an attitude: “I am upset about how little I’m paid” Behavioral component Intention to behavior toward someone or something: “I’m going to look for other job

5 5 Attitudes- The component of attitudes 2 1.Cognitive = evaluation: CHC offers me a chance to study 2.Affective = feeling: I thank for CHC for offering me a chance 3.Behavioral = action: I will work hard for this valuable chance and earn myself a first-honor degree

6 6 Job satisfaction -Describe a positive feeling about a job resulting from an evaluation of its characteristics. -Higher level of satisfaction  positive feeling about job -In OB, an attitude always refers to job satisfaction

7 7 What causes job satisfaction -Work itself -Pay -Promotion -Supervision -Relationship with co-workers -Autonomous and independence -benefits -Career advancement and development opportunities -Job security -meaningful of job -Opportunities to use skills -Corporate culture

8 8 Impact of satisfied and dissatisfied employees ExitVoice NeglectLoyalty Destructive Active Constructive Passive

9 9 Impact of satisfied and dissatisfied employees Satisfied employees: -Voice response: actively and constructively attempting to improve conditions, e.g. give suggestions for improvements, discussing problems with supervisors -Loyalty response: involves passively but optimistically waiting for conditions to improve. Dissatisfied employees: 1.Exit response: Leaving the organization by looking for a new position and resigning. 2.Neglect response: passively allowing conditions to worsen, e.g. absenteeism or lateness, reduced effort and increase error rate

10 10 Job satisfaction and job performance -Strong causal relationship: higher job satisfaction  higher job performance -Satisfied employees tend to be more effective than dissatisfied employees Job satisfaction and Organizational citizenship behavior (OCB) -Satisfied employees would seem more likely to talk positively about organization, help others and work with greater duty -Because satisfied employees have significant perception of fairness, trust development

11 11 Job satisfaction and Absenteeism -Consistent negative relationship between satisfaction and absenteeism -Satisfied employees tend to have higher attendance, but the absenteeism is also affected by other factors, such as health, study..etc. Job satisfaction and Turnover -Satisfaction is strongly negatively related to turnover. -The higher the satisfaction on work, the less likely the employees leave the job. -But turnover is also affected by other factors: labour- market situation length of tenure, retention schemes, etc.

12 12 Implications to managers -High pay is not the only factors -Managers can raise employee satisfactions with the intrinsic parts of the job, e.g. making the work challenging and interesting

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