1. Copyright © 2015 Pearson Education Ltd. 18-1

2. Copyright © 2015 Pearson Education Ltd. Chapter 3: Attitudes and Job Satisfaction 3-2

3. Copyright © 2015 Pearson Education Ltd. Three Components of an Attitude  Attitudes are evaluative statements – either favorable or unfavorable – about objects, people, or events.  They reflect how we feel about something. 3-3

4. Copyright © 2015 Pearson Education Ltd. Three Components of an Attitude 3-4

5. Copyright © 2015 Pearson Education Ltd. Relationship Between Attitudes and Behavior  Early research: the attitudes that people hold determine what they do.  Festinger proposed that cases of attitude following behavior illustrate the effects of cognitive dissonance.  Cognitive dissonance is any incompatibility an individual might perceive between two or more attitudes or between behavior and attitudes.  Research has generally concluded that people seek consistency among their attitudes and between their attitudes and their behavior. 3-5

6. Copyright © 2015 Pearson Education Ltd. Relationship Between Attitudes and Behavior Attitude predicts Behavior Mitigating Variables 3-6  Moderating Variables:  Importance of the attitude  Its correspondence to behavior  Its accessibility  The presence of social pressures  Whether a person has direct experience with the attitude  The attitude-behavior relationship is likely to be much stronger if an attitude refers to something with which we have direct personal experience.

7. Copyright © 2015 Pearson Education Ltd.  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 one’s job, competence, job meaningfulness, and autonomy. 3-7 Major Job Attitudes

8. Copyright © 2015 Pearson Education Ltd.  Organizational Commitment  Identifying with a particular organization and its goals and wishing to maintain membership in the organization.  Theoretical models propose that employees who are committed will be less likely to engage in work withdrawal even if they are dissatisfied, because they have a sense of organizational loyalty. 3-8 Major Job Attitudes

9. Copyright © 2015 Pearson Education Ltd.  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 involved in decision making, and supervisors are seen as supportive.  High POS is related to higher OCBs and performance. 3-9 Major Job Attitudes

10. Copyright © 2015 Pearson Education Ltd. Major Job Attitudes  Employee Engagement  The degree of involvement with, satisfaction with, and enthusiasm for the job.  Engaged employees are passionate about their work and company. 3-10

11. Copyright © 2015 Pearson Education Ltd. Job Satisfaction  Job Satisfaction  A positive feeling about a job resulting from an evaluation of its characteristics.  Two approaches for measuring job satisfaction are popular  The single global rating.  The summation of job facets. 3-11

12. Copyright © 2015 Pearson Education Ltd. Job Satisfaction 3-12  How satisfied are people in their jobs?  Over the last 30 years, employees in the U.S. and most developed countries have generally been satisfied with their jobs.  With the recent economic downturn, more workers are less satisfied.  Satisfaction levels differ depending on the facet involved.  Employees in Western cultures have higher levels of job satisfaction as compared to employees in Eastern cultures.

13. Copyright © 2015 Pearson Education Ltd. Job Satisfaction 3-13

14. Copyright © 2015 Pearson Education Ltd. Main Causes of Job Satisfaction  What causes job satisfaction?  Research shows that job satisfaction is correlated with life satisfaction.  Pay influences job satisfaction only to a point.  Personality also plays a role in job satisfaction.  People who have positive core self-evaluations, who believe in their inner worth and basic competence, are more satisfied with their jobs than those with negative core self-evaluations. 3-14

15. Copyright © 2015 Pearson Education Ltd. Four Employee Responses to Dissatisfaction 3-15

16. Copyright © 2015 Pearson Education Ltd. Specific Outcomes of Job Satisfaction  More specific outcomes of job satisfaction include:  Job Satisfaction and Job Performance  Happy workers are more likely to be productive workers.  Job Satisfaction and OCB  People who are more satisfied with their jobs are more likely to engage in OCB.  Job Satisfaction and Customer Satisfaction  Satisfied employees increase customer satisfaction and loyalty.  Job Satisfaction and Absenteeism  There is a consistent negative relationship between satisfaction and absenteeism, but it is moderate to weak. 3-16

17. Copyright © 2015 Pearson Education Ltd. Specific Outcomes of Job Satisfaction  Job Satisfaction and Turnover  A pattern of lowered job satisfaction is a predictor of possible intent to leave.  Job Satisfaction and Workplace Deviance  If employees don’t like their work environment, they’ll respond somehow.  Managers Often “Don’t Get It”  Many managers are unconcerned about employee job satisfaction.  Others overestimate how satisfied employees are with their jobs, so they don’t think there’s a problem when there is one. 3-17

18. Copyright © 2015 Pearson Education Ltd. Chapter 4: Emotions and Moods

19. Copyright © 2015 Pearson Education Ltd. Emotions and Moods  In the past, emotions were ignored in OB  Myth of rationality  Managers worked to make emotion-free environments.  Emotions were believed to be disruptive.  Emotions interfered with productivity.  Now we know that emotions can’t be separated from the workplace.

20. Copyright © 2015 Pearson Education Ltd. Differentiate Between Emotions and Moods

21. Copyright © 2015 Pearson Education Ltd. Emotions and Moods  Six essentially universal emotions 1.Anger 2.Fear 3.Sadness 4.Happiness 5.Disgust 6.Surprise

22. Copyright © 2015 Pearson Education Ltd. Emotions and Moods  May be placed along a spectrum of emotion Happiness Surprise FearSadnessAnger Disgust

23. Copyright © 2015 Pearson Education Ltd. Discuss Whether Emotions Are Rational and What Functions They Serve Decision Making Thinking Feeling

24. Copyright © 2015 Pearson Education Ltd. Are Emotions Rational and What Functions They Serve  Do emotions make us ethical?  Research on moral emotions questions the previous belief that emotional decision making is based on higher-level cognitive processes.  Our beliefs are shaped by our groups, resulting in an unconscious feeling that our shared emotions are “right.”  People who are behaving ethically are at least partially making decisions based on their emotions and feelings, and this emotional reaction will often be a good thing.

25. Copyright © 2015 Pearson Education Ltd. Sources of Emotions and Moods  Personality  Moods and emotions have a trait component.  Affect intensity – how strongly people experience their emotions.  Time of Day  There is a common pattern for all of us.  Happier in the midpoint of the daily awake period.  Day of the Week  Happier toward the end of the week.

26. Copyright © 2015 Pearson Education Ltd. Sources of Emotions and Moods  Weather  Illusory correlation – no effect.  Stress  Even low levels of constant stress can worsen moods.  Social Activities  Physical, informal, and dining activities increase positive moods.

27. Copyright © 2015 Pearson Education Ltd. Sources of Emotions and Moods  Sleep  Poor sleep quality increases negative affect.  Exercise  Does somewhat improve mood, especially for depressed people.

28. Copyright © 2015 Pearson Education Ltd. Sources of Emotions and Moods  Age  Older people experience fewer negative emotions.  Sex  Women tend to be more emotionally expressive, feel emotions more intensely, have longer-lasting moods, and express emotions more frequently than do men.

29. Copyright © 2015 Pearson Education Ltd. Emotional Labor  Emotional labor – an employee’s expression of organizationally desired emotions during interpersonal transactions at work.  Emotional dissonance occurs when employees have to project one emotion while simultaneously feeling another.  Can be very damaging and lead to burnout.

30. Copyright © 2015 Pearson Education Ltd. Emotional Employees  Types of Emotions  Felt: the individual’s actual emotions.  Displayed: required or appropriate emotions.  Surface acting: hiding one’s inner feelings and foregoing emotional expressions in response to display rules.  Deep acting: trying to modify one’s true inner feelings based on display rules.

31. Copyright © 2015 Pearson Education Ltd. Describe Affective Events Theory and Identify Its Applications

32. Copyright © 2015 Pearson Education Ltd. Affective Events Theory  An emotional affair is actually a series of emotional experiences triggered by a single event.  Current and past emotions affect job satisfaction.  Emotional fluctuations over time create variations in job performance.  Emotion-driven behaviors are typically brief and variable.  Both negative and positive emotions can distract workers and reduce job performance.

33. Copyright © 2015 Pearson Education Ltd. Affective Events Theory  AET offers two important messages: 1.Emotions provide valuable insights into how workplace hassles and uplifting events influence employee performance and satisfaction. 2.Emotions, and the events that cause them, should not be ignored at work because they accumulate.

34. Copyright © 2015 Pearson Education Ltd. Emotional Intelligence  Emotional Intelligence is a person’s ability to  Perceive emotions in the self and others.  Understand the meaning of these emotions.  Regulate one’s emotions accordingly in a cascading model.

35. Copyright © 2015 Pearson Education Ltd. Emotional Intelligence

36. Copyright © 2015 Pearson Education Ltd.  EI is debatable and not wholly accepted.  The case for EI  Spontaneous application.  Predicts criteria that matter.  Is biologically-based. Emotional Intelligence

37. Copyright © 2015 Pearson Education Ltd. Emotional Intelligence  EI is controversial and not wholly accepted.  The case against EI  Researchers do not agree on definitions – too unclear as a concept.  Can’t be measured.  Is nothing but personality with a different label.

38. Copyright © 2015 Pearson Education Ltd.  Emotion regulation involves identifying and modifying the emotions you feel.  Effective emotion regulation techniques include:  Accepting rather than suppressing emotional responses to situations.  Re-evaluating events after they occur.  Venting.  Changing your emotions takes effort, and this effort can be exhausting. Strategies for Emotion Regulation and Their Likely Effects

39. Copyright © 2015 Pearson Education Ltd.  Selection  EI should be a hiring factor, especially for social jobs.  Decision Making  Positive emotions can lead to better decisions.  Creativity  Positive mood increases flexibility, openness, and creativity. Strategies for Emotion Regulation and Their Likely Effects

40. Copyright © 2015 Pearson Education Ltd.  Motivation  Positive mood affects expectations of success.  Feedback amplifies this effect.  Leadership  Emotions are important to acceptance of messages from organizational leaders.  Negotiation  Emotions can affect negotiations. Strategies for Emotion Regulation and Their Likely Effects

41. Copyright © 2015 Pearson Education Ltd. Strategies for Emotion Regulation and Their Likely Effects  Customer Service  Emotions influence customer service.  This influences repeat business and customer satisfaction.  Emotional contagion = “catching” emotions  Job Attitudes  A good day at work tends to be followed by a good mood at home and vice versa.  This usually dissipates overnight.

42. Copyright © 2015 Pearson Education Ltd.  Deviant Workplace Behaviors  Negative emotions lead to workplace deviant behaviors.  Actions that violate norms and threaten the organization.  Safety and Injury at Work  Don’t do dangerous work when in a bad mood. Strategies for Emotion Regulation and Their Likely Effects

43. Copyright © 2015 Pearson Education Ltd. Apply Concepts about Emotions and Moods to Specific OB Issues  How Managers Can Influence Moods  Use humor and praise to increase employees’ positive moods.  Being in a good mood oneself can result in more positivity and better cooperation.  Selecting positive team members can have a contagion effect.