Work-related Attitudes Chapter Copyright © 2011 Pearson Education

Learning Objectives 1.Define attitudes and work-related attitudes, and describe the basic components of attitudes. 2.Distinguish between prejudice and discrimination, and identify various victims of prejudice in organizations. 3.Describe some of the steps being taken by organizations today to manage diversity in the workforce and their effectiveness. 6-2 Copyright © 2011 Pearson Education

Learning Objectives 4.Describe the concept of job satisfaction and summarize four major theories of job satisfaction. 5.Describe the concept of organizational commitment, its major forms, the consequences of low levels of organizational commitment, and how to overcome them. 6-3 Copyright © 2011 Pearson Education

Attitude Components 6-4 Copyright © 2011 Pearson Education

Prejudice  Definition  Organizational demography  Stereotypes 6-5 Copyright © 2011 Pearson Education

Prejudice vs. Discrimination 6-6 Copyright © 2011 Pearson Education

Bases for Prejudice  Age  Physical condition  Gender  Sexual orientation  Race and national origin  Religion 6-7 Copyright © 2011 Pearson Education

Affirmative Action 6-8 Copyright © 2011 Pearson Education

Diversity Management Programs 6-9 Copyright © 2011 Pearson Education

Diversity Success Guidelines  Actively pursue the best people  Make sure people are accepted and fit in  Educate everyone  Focus on difference ranges between people 6-10 Copyright © 2011 Pearson Education

Diversity Success Guidelines  Avoid treating someone from a certain group as special  Provide total managerial support  Assess process and progress  Pay attention to details  Plan for the future 6-11 Copyright © 2011 Pearson Education

Job Satisfaction 2-Factor Theory 6-12 Copyright © 2011 Pearson Education

Job Satisfaction Dispositional Model 6-13 Copyright © 2011 Pearson Education

Job Satisfaction Value Theory 6-14 Copyright © 2011 Pearson Education

Job Satisfaction Social Information Processing  Adopt others’ attitudes and behaviors Based on others’ cues 6-15 Copyright © 2011 Pearson Education

Measuring Job Satisfaction  Rating scales and questionnaires Job descriptive index Minnesota satisfaction questionnaire Pay satisfaction questionnaire  Critical incidents  Interviews 6-16 Copyright © 2011 Pearson Education

Job Dissatisfaction Consequences  Employee withdrawal Voluntary withdrawal Absenteeism 6-17 Copyright © 2011 Pearson Education

Unfolding Model of Voluntary Turnover 6-18 Copyright © 2011 Pearson Education

Job Dissatisfaction Consequences  Weak, positive relationship with task performance  Reduced organizational citizenship behaviors  Increased occupational injuries  Influences life outside work 6-19 Copyright © 2011 Pearson Education

Promoting Job Satisfaction  Pay people fairly  Improve the quality of supervision  Match people to jobs that fit their interests  Decentralize organizational power 6-20 Copyright © 2011 Pearson Education

Organizational Commitment 6-21 Copyright © 2011 Pearson Education

Committed Workforce Consequences  Unlikely to withdraw  Willing to make sacrifices for their organizations 6-22 Copyright © 2011 Pearson Education

Organizational Commitment Development  Enrich jobs  Align company and employees interests  Recruit and select new employees whose values closely match organization values 6-23 Copyright © 2011 Pearson Education

6-24 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without either the prior written permission of the publisher or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency Ltd, Saffron House, 6–10 Kirby Street, London EC1N 8TS. Copyright © 2011 Pearson Education