Organizational Behavior BBA 352 Organizational Behavior Lecture 1 Attitudes and Job Satisfaction S. Chan charmaine@chuhai.edu.hk http://home.chuhai.hk/~charmaine/

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Attitudes  Behavior  Job satisfaction

Attitudes – The component of attitudes -Evaluative statements (favorable/unfavorable) about objects, people or events Cognitive component Opinion or belief on an attitude: My pay is low Affective component Emotional feeling of an attitude: “I am upset about how little I’m paid” Behavioral component Intention to behavior toward someone or something: “I’m going to look for other job

Attitudes- The component of attitudes 2 Cognitive = evaluation: CHC offers me a chance to study Affective = feeling: I thank for CHC for offering me a chance Behavioral = action: I will work hard for this valuable chance and earn myself a first-honor degree

Job satisfaction Describe a positive feeling about a job resulting from an evaluation of its characteristics. Higher level of satisfaction  positive feeling about job In OB, an attitude always refers to job satisfaction

What causes job satisfaction Work itself Pay Promotion Supervision Relationship with co-workers Autonomous and independence benefits Career advancement and development opportunities Job security meaningful of job Opportunities to use skills Corporate culture

Impact of satisfied and dissatisfied employees Exit Voice Active Exit Voice Neglect Loyalty Destructive Constructive Passive

Impact of satisfied and dissatisfied employees Voice response: actively and constructively attempting to improve conditions, e.g. give suggestions for improvements, discussing problems with supervisors Loyalty response: involves passively but optimistically waiting for conditions to improve. Dissatisfied employees: Exit response: Leaving the organization by looking for a new position and resigning. Neglect response: passively allowing conditions to worsen, e.g. absenteeism or lateness, reduced effort and increase error rate

Job satisfaction and job performance Strong causal relationship: higher job satisfaction higher job performance Satisfied employees tend to be more effective than dissatisfied employees Job satisfaction and Organizational citizenship behavior (OCB) Satisfied employees would seem more likely to talk positively about organization, help others and work with greater duty Because satisfied employees have significant perception of fairness, trust development

Job satisfaction and Absenteeism Consistent negative relationship between satisfaction and absenteeism Satisfied employees tend to have higher attendance, but the absenteeism is also affected by other factors, such as health, study ..etc. Job satisfaction and Turnover Satisfaction is strongly negatively related to turnover. The higher the satisfaction on work, the less likely the employees leave the job. But turnover is also affected by other factors: labour-market situation length of tenure, retention schemes, etc.

Implications to managers High pay is not the only factors Managers can raise employee satisfactions with the intrinsic parts of the job, e.g. making the work challenging and interesting