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    Chapter 3

    Uploaded by

    Shahmeer Ali

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Flag for inappropriate content
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    of 23

    Robbins & Judge

    Organizational Behavior
    3
    Chapter

    14th Edition

    Attitudes and Job Satisfaction

    Kelli J. Schutte
    3-1
    William Jewell College
    Copyright © 2011 Pearson Education, Inc.
    CHAPTER LEARNING OBJECTIVES

     After studying this chapter, you should be able to:


    – Contrast the three components of an attitude.
    – Summarize the relationship between attitudes and behavior.
    – Define job satisfaction and show how it can be measured.
    – Summarize the main causes of job satisfaction.
    – Identify four employee responses to dissatisfaction.
    ATTITUDE

     What is an attitude?
     Attitudes are evaluative statements that are either favorable or unfavorable concerning
    objects, people, or events.
     Reflect how you feel about something – “I like my job”
     Building an attitude is a complicated process.
    WHAT ARE THE MAIN COMPONENTS OF ATTITUDE

     Three components of an attitude (Exhibit 3-1)


     a. Cognitive component
     b. Affective component
     c. Behavioral component
    EXHIBIT 3-1
    MODERATING VARIABLES OF ATTITUDE – BEHAVIOR
    RELATIONSHIP

    The most powerful moderators of the attitude-behavior relationship are:


    – Importance of the attitude
    – Correspondence to behavior
    – Accessibility
    – Existence of social pressures
    – Personal and direct experience of the attitude
    PREDICTING BEHAVIOR FROM ATTITUDES

    ?
     Important attitudes have a strong relationship to behavior – Self
    interest, identification with individuals or group
     The closer the match between attitude and behavior, the
    stronger the relationship:
     Specific attitudes predict specific behavior
     General attitudes predict general behavior
     The more frequently expressed an attitude, the better predictor it
    is.
     Attitudes based on personal experience are stronger predictors.
     High social pressures reduce the relationship and may cause
    DISSONANCE
    COPYRIGHT © 2011 PEARSON EDUCATION, INC. PUBLISHING AS
    PRENTICE HALL
    DOES BEHAVIOR ALWAYS FOLLOW FROM ATTITUDES?

     Leon Festinger – No, the reverse is sometimes true!


     Attitudes follow behavior – Did you ever notice how people change what they say so it does not
    contradict what they do?
     Cognitive Dissonance: Any incompatibility between two or more attitudes or between behavior and attitudes
     Individuals seek to reduce this uncomfortable gap, or dissonance, to reach stability and consistency

     Consistency is achieved by changing the attitudes, modifying the behaviors, or through rationalization

     Tobacco executives - How, you might wonder, do these people cope with the continuing revelations
    about the health dangers of smoking?
    DESIRE TO REDUCE DISSONANCE

     No individual, of course, can completely avoid dissonance


     Tax avoidance
     Teeth Flossing
     Desire to reduce dissonance depends on:
     Importance of elements
     Degree of individual influence
     Rewards involved in dissonance
    WHAT ARE THE MAJOR JOB ATTITUDES?

     Job Satisfaction
     Job Involvement - Psychological Empowerment
     Organizational Commitment
     Perceived Organizational Support
     Employee Engagement

    3-10

    COPYRIGHT © 2011 PEARSON EDUCATION, INC. PUBLISHING AS


    PRENTICE HALL
    JOB SATISFACTION

     One of the primary job attitudes measured


     A positive feeling about the job resulting from an evaluation of its characteristics
     How to measure?
     Single global rating (one question/one answer)
     All things considered how satisfied are you with your job?
     Summation score (many questions/one average)
    ARE PEOPLE SATISFIED IN THEIR JOBS?

     In the U. S., yes, but the level appears to vary


     Results vary by employee facets of the job.
     Pay and promotion are the most problematic
    elements.
    EXHIBIT 3-3
    DISCUSSION – CAUSES OF JOB SATISFACTION
    CAUSES OF JOB SATISFACTION

     Pay influences job satisfaction only to a point.


     After about $40,000 per year (in the U.S.), there is no relationship between amount of pay and job satisfaction.
     Money may bring happiness, but not necessarily job satisfaction.

     Personality can influence job satisfaction.


     Core self-evaluation – who believe in their inner worth and basic competence
     Positive - are more satisfied with their jobs than those with negative core self-evaluations.
     Negative core self- evaluations set less ambitious goals and are more likely to give up when confronting difficulties.
    NEXT LECTURE DISCUSSION

    The Impact of Satisfied and dissatisfied employees on the workplace –


    Exhibit Response to dissatisfaction
    RESPONSE TO DISSATISFACTION FRAMEWORK
    RESPONSE TO DISSATISFACTION FRAMEWORK

     Constructive
     Voice - The voice response includes actively and constructively attempting to improve conditions, including
    suggesting improvements, discussing, problems with superiors, and undertaking some forms of union activity.
     Loyalty - The loyalty response means passively but optimistically waiting for conditions to improve, including
    speaking up for the organization in the face of external criticism and trusting the organization and its management to
    “do the right thing.”
     Destructive
     Exit - The exit response directs behavior toward leaving the organization, including looking for a new position as
    well as resigning.
     Neglect -The neglect response passively allows conditions to worsen and includes chronic absenteeism or lateness,
    reduced effort, and increased error rate.
    OUTCOMES OF JOB SATISFACTION

     Job Performance
    – Satisfied workers are more productive AND more productive workers are more satisfied!
     Organizational Citizenship Behaviors
    – Satisfaction influences OCB through perceptions of positive environment and fairness.
    – Satisfied employees would seem more likely to talk positively about the organization, help others, and go
    beyond the normal expectations in their job, perhaps because they want to reciprocate their positive
    experiences.
    – Good mood more OCB
     Customer Satisfaction
    – Satisfied frontline employees increase customer satisfaction and loyalty.
    – Zappos and Jet Airways Example
     Absenteeism
    – Satisfied employees are moderately less likely to miss work.
    OUTCOMES OF JOB SATISFACTION

     Turnover
    – Satisfied employees are less likely to quit.
    – Many moderating variables are involved in this relation
    – Push factors
    – Economic conditions

     Workplace Deviance
    – Counterproductive behavior or employee withdrawal.
    – Dissatisfied workers are more likely to unionize, abuse substances, steal, be tardy, and withdraw
    – they try to get even
    – Unpredictable behavior – quit, time waste – address the root cause
    OTHER JOB ATTITUDES

     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 the job, competence, job meaningfulness, and
    autonomy.
    ANOTHER MAJOR JOB ATTITUDE

     Organizational Commitment
    – Identifying with a particular organization and its goals, while wishing to maintain membership in
    the organization.
    – Has some relation to performance, especially for new employees
    – Broken promises leads to lower level of commitment and creative performance
     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
    ANOTHER MAJOR JOB ATTITUDE

     Employee Engagement
    – The degree of involvement with, satisfaction with, and enthusiasm for the job.
    – Engaged employees are passionate about their work and company.
    – Employees had high-average levels of engagement had higher levels of customer
    satisfaction, were more productive brought in higher profits, and had lower levels of
    turnover and accidents than at other companies

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