Presentation on theme: "Attitudes and Job Satisfaction"— Presentation transcript:
1 Attitudes and Job Satisfaction Chapter 3Attitudes and Job Satisfaction
2 Learning Objectives Contrast the three components of an attitude. Summarize the relationship between attitudes and behavior.Compare and contrast the major job attitudes.Define job satisfaction and show how it can be measured.Summarize the main causes of job satisfaction.Identify four employee responses to dissatisfaction.Show whether job satisfaction is a relevant concept in countries other than the United States.
3 The Components of Attitudes Evaluative statements or judgments concerning objects, people, or events.The Components of AttitudesCognitive ComponentThe opinion or belief segment of an attitudeEvaluationAffective ComponentThe emotional or feeling segment of an attitudeFeelingBehavioral ComponentAn intention to behave in a certain way toward someone or somethingAction
4 Does Behavior Always Follow From Attitudes? Cognitive DissonanceAny incompatibility between two or more attitudes or between behavior and attitudesIt is inconsistent attitude behavior relationshipInconsistency creates uncomfortable situationTo deal with uncomfortable situation people seek consistency to reduce cognitive dissonanceThey can do that by moderating variables
5 Does Behavior Always Follow From Attitudes? Moderating VariablesThe most powerful moderators of the attitude-behavior relationship are:AttitudePredictBehaviorImportance of the attitudeCorrespondence to behaviorAccessibilityExistence of social pressuresPersonal and direct experience of the attitude.
6 Major Job Attitudes Job Satisfaction A positive feeling about the job resulting from an evaluation of its characteristicsJob InvolvementDegree of psychological identification with the job where perceived performance is important to self-worthPsychological EmpowermentBelief in the degree of influence over the job, competence, job meaningfulness, and autonomyOrganizational CommitmentIdentifying with a particular organization and its goals, while wishing to maintain membership in the organization.Affective (emotional attachment to organization) - Continuance Commitment (economic value of staying) – Normative (moral or ethical obligations)Perceived Organizational Support (POS)Degree to which employees believe the organization values their contribution and cares about their well-being.Employee EngagementThe degree of involvement with, satisfaction with, and enthusiasm for the job.
7 Are Job Attitudes Distinct? No: these attitudes are highly related.Variables may be redundant(measuring the same thing under a different name)While there is some distinction, there is also a lot of overlap.
8 How to Measure Job Satisfaction? Are People Satisfied in their Jobs? Single global rating (one question / one answer)BestSummation score (many questions / one average)OKAre People Satisfied in their Jobs?Results depend on how job satisfaction is measuredPay and promotion are the most problematic elements.
9 What Causes Job Satisfaction? Pay influences job satisfaction only to a pointPersonality can influence job satisfactionNegative peoplePeople with positive core self evaluation (Bottom-line conclusions individuals have about their capabilities, competences, and worth as a person)
10 Employee Responses to Dissatisfaction Job SatisfactionEmployee Responses to DissatisfactionActiveExitBehavior directed toward leaving the organizationVoiceActive and constructive attempts to improve conditionsDestructiveConstructiveNeglectAllowing conditions to worsenLoyaltyPassively waiting for conditions to improvePassive
11 Outcomes of Job Satisfaction Job PerformanceSatisfied workers are more productive & more productive workers are more satisfied!Organizational Citizenship BehaviorsSatisfaction influences OCB through perceptions of fairnessCustomer SatisfactionSatisfied frontline employees increase customer satisfaction and loyaltyAbsenteeismSatisfied employees are moderately less likely to miss workTurnoverSatisfied employees are less likely to quitWorkplace DevianceDissatisfied workers are more likely to unionize, abuse substances, steal, be tardy, and withdraw
12 Managers Often “Don’t Get It” Job SatisfactionManagers Often “Don’t Get It”Despite the overwhelming evidence of the impact of job satisfaction on the bottom line, most managers are either unconcerned about or overestimate worker satisfaction.