1. Attitudes - Job Satisfaction Organizational Behaviour The Individual

2. Attitudes Fairly stable evaluative tendency to respond consistently toward specific targets (a function of what we think and feel) BELIEFS (our perceptions) + VALUES (a broad tendency to prefer certain states of affairs over others) >>>>>>>>>> ATTITUDES >>>>>>>>>> BEHAVIOURS

3. Defining Job Satisfaction An attitude toward one’s job Can include both facet satisfaction and overall satisfaction

4. Theoretical explanations for dissatisfaction/ satisfaction: Discrepancy Theory – The more people perceive that the job has want they want or value the more satisfied they are. Discrepancy is the difference between what people want and what they perceive they obtain.

5. Theoretical explanations for dissatisfaction/ satisfaction: Disposition – Some people’s personality is more positive and other’s personality more negative. The more positive your personality the more satisfied, the more negative the personality the less satisfied

6. Theoretical explanations for dissatisfaction/ satisfaction: Fairness –Distributive Fairness – From equity theory. If people receive what they think they deserve (the inputs & outcomes comparison is equitable) they are satisfied. If they do not receive what they think they deserve (inequitable) then dissatisfaction occurs. –Procedural Fairness – if the process used to distribute outcomes is considered reasonable then people are satisfied. If the process is considered unreasonable then dissatisfaction occurs.

7. The riddle of the satisfaction – performance relationship Questions (think expectancy theory!!) 1.Why is there no specific link between satisfaction and performance? 1.What makes employees happy? 2.When would high performance not be related to satisfaction? 2.How do you create a relationship between satisfaction and performance?

8. The satisfaction/performance relationship: While correlated, there is no direct link between employee satisfaction and employee performance (satisfaction does not lead to performance) Individuals are satisfied to the extent that they receive desired outcomes Performance can be linked to satisfaction through reinforcement of desired performance Performance > Desired Rewards >Satisfaction

9. Satisfaction and withdrawal: Absenteeism - A weak relationship to satisfaction. Dissatisfaction tends to lead to absenteeism. –Satisfaction is a better predictor of the number of times absent –Increasing satisfaction will only decrease absenteeism when this is the specific reason for the absenteeism.

10. Satisfaction and withdrawal: Turnover – a moderate relationship to satisfaction. Dissatisfaction tends to lead to turnover. –Turnover is more strongly tied to economic conditions and the availability of an alternative job.

11. Values Across Cultures Hofstede –Power distance = acceptance of unequal distribution of power –Uncertainty avoidance = comfort with ambiguity –Masculinity/femininity = recognition of differentiated gender roles –Individualism/collectivism = individual independence vs loyalty to the group

12. CROSS-CULTURAL VALUE COMPARISONS

13. Cognitive dissonance Attitude change Feelings of tension which exist when certain cognitions (ideas/thoughts) are inconsistent with our behaviour (can contradict our basic beliefs about ourselves). To reduce dissonance 1) downplay the importance 2) create additional cognitions to help reduce the tension 3) change the cognitions to bring it into line with the other, so that the inconsistency is reduces