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  • Attitudes and Job Satisfaction

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    Akb Bhanu
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    Attitudes have three main components - cognitive, affective, and behavioral. Job satisfaction is a collection of positive and/or negative feelings toward one's job. Organizational commitment involves identifying with an organization and its goals. Attitude surveys are used to elicit employee responses about feelings toward their jobs, work groups, and organizations. Training can help reshape attitudes concerning diversity. Satisfied employees are more productive, have fewer absences, are less likely to quit, and engage in more organizational citizenship behaviors, which benefits customers and organizations.

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    ATTITUDES AND JOB SATISFACTION

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    Attitudes have three main components - cognitive, affective, and behavioral. Job satisfaction is a collection of positive and/or negative feelings toward one's job. Organizational commitment involves identifying with an organization and its goals. Attitude surveys are used to elicit employee responses about feelings toward their jobs, work groups, and organizations. Training can help reshape attitudes concerning diversity. Satisfied employees are more productive, have fewer absences, are less likely to quit, and engage in more organizational citizenship behaviors, which benefits customers and organizations.

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    28 views13 pages

    Attitudes and Job Satisfaction

    Uploaded by

    Akb Bhanu
    Attitudes have three main components - cognitive, affective, and behavioral. Job satisfaction is a collection of positive and/or negative feelings toward one's job. Organizational commitment involves identifying with an organization and its goals. Attitude surveys are used to elicit employee responses about feelings toward their jobs, work groups, and organizations. Training can help reshape attitudes concerning diversity. Satisfied employees are more productive, have fewer absences, are less likely to quit, and engage in more organizational citizenship behaviors, which benefits customers and organizations.

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    of 13

    ATTITUDES

    AND
    JOB SATISFACTION
    Attitudes Cognitive component
    The opinion or belief segment
    Evaluative of an attitude.
    statements or
    judgments Affective Component
    concerning The emotional or feeling segment
    objects, of an attitude.
    people, or
    events. Behavioral Component
    An intention to behave in a certain
    way toward someone or something.
    Job Satisfaction
    A collection of positive and/or negative feelings that
    an individual holds toward his or her job.

    Job Involvement
    Identifying with the job, actively participating in it,
    and considering performance important to self-worth.

    Organizational Commitment
    Identifying with a particular organization and its
    goals, and wishing to maintain membership in the
    organization.
    Cognitive Dissonance
    Any incompatibility between two or more attitudes
    or between behavior and attitudes.

    Desire
    Desireto
    toreduce
    reducedissonance
    dissonance
    ••Importance
    Importanceof
    ofelements
    elementscreating
    creatingdissonance
    dissonance
    ••Rewards
    Rewardsinvolved
    involvedinindissonance
    dissonance
    Attitude Surveys
    Eliciting responses from employees through
    questionnaires about how they feel about their jobs,
    work groups, supervisors, and the organization.
    * Training activities that can reshape employee
    attitudes concerning diversity:
    * Participating in diversity training that provides
    for self-evaluation and group discussions.

    * Volunteer work in community and social serve


    centers with individuals of diverse backgrounds.

    * Exploring print and visual media that recount


    and portray diversity issues.
    * Satisfaction and Productivity
    * Worker productivity is higher in organizations with more
    satisfied workers

    * Satisfaction and Absenteeism


    * Satisfied employees have fewer absences

    * Satisfaction and Attrition


    * Satisfied employees are less likely to quit.
    Voice
    Exit
    Active and constructive
    Behavior directed toward attempts to improve
    leaving the organization. conditions.

    Loyalty Neglect
    Passively waiting for Allowing conditions to
    conditions to improve. worsen.
    Source: C. Rusbult and D. Lowery, “When Bureaucrats Get the Blues,” Journal
    3–11
    of Applied Social Psychology. 15, no. 1, 1985:83. Reprinted with permission.
    * Satisfaction and Organizational Citizenship Behavior (OCB)
    * Satisfied employees who feel fairly treated by and are trusting
    of the organization are more willing to engage in behaviors that
    go beyond the normal expectations of their job.
    * Satisfied employees increase customer
    satisfaction because:
    * They are more friendly, upbeat, and responsive.
    * They are less likely to turnover which helps build
    long-term customer relationships.
    * They are experienced.
    * Dissatisfied customers increase employee job
    dissatisfaction.

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