1. BY Mrs. Rand Omran Alastal 0

2. Kelli J. Schutte William Jewell College Robbins & Judge Organizational Behavior 14th Edition Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Attitudes and Job Satisfaction 3-1

3. 1.Contrast the three components of an attitude. 2.Summarize the relationship between attitudes and behavior. 3.Compare and contrast the major job attitudes. 4.Define job satisfaction and show how it can be measured. 5.Summarize the main causes of job satisfaction. 6.Identify four employee responses to dissatisfaction. After studying this chapter you should be able to:

4. content  1. Attitudes. (main components, behavior follow attitudes, major job attitudes)  2. Job satisfaction. (measure job satisfaction, satisfied people, causes job satisfaction, dissatisfied employees)  3. Summary and implications for managers 1-3

5. 1. Attitudes.  Definition of Attitudes: Evaluative statements or judgments concerning objects, people, or events. 3-4

6. 1. Attitudes.  Three components of an attitude  1. Cognitive component: The opinion or belief segment of an attitude.  2. Affective component: The emotional or feeling segment of an attitude.  3. Behavioral Component: An intention to behave in a certain way toward someone or something. 3-5

7. Definitions of Three components of an attitude: Attitude Behavioral CognitiveAffective The emotional or feeling segment of an attitude The opinion or belief segment of an attitude An intention to behave in a certain way toward someone or something See E X H I B I T 3–1 3-6

8. Three Components of an Attitude  1. Cognitive = evaluation My supervisor gave a promotion to a coworker who deserve it less than me. My supervisor is un fair. Ex. the employee thought he deserved the promotion.  2. Affective component: I dislike my supervisor. Ex. strongly dislikes his supervisor.  3. Behavioral component: I’m looking for other work, I’ve complained about my supervisor to anyone who would listen. Ex. looking for another job. 3-7

9. Does Behavior Always Follow from Attitudes?  Yes.  Early research on attitudes assumed they were causally related to behavior— that is, the attitudes people hold determine what they do.  Common sense, too suggests a relationship.  Isn’t it logical.  that people watch television programs they like, or that employees try to avoid assignments they find distasteful? 3-8

10. Does Behavior Always Follow from Attitudes?  Festinger proposed that cases of attitude following behavior illustrate the effects of cognitive dissonance.  Definition of cognitive dissonance. (disagreement): any incompatibility (mismatch) an individual might perceive between two or more attitudes or between behavior and attitudes.  No individual, of course, can completely avoid dissonance.  Festinger proposed that the desire to reduce dissonance depends on moderating factors, including the importance of the elements creating it and the degree of influence we believe we have over them. 3-9

11. cont.  Individuals will be more motivated to reduce dissonance when the attitudes or behavior are important or when they believe the dissonance is due to something they can control.  The rewards of dissonance; high rewards accompanying high dissonance tend to reduce the tension inherent in the dissonance.  While Festinger argued that attitudes follow behavior, other researchers asked whether there was any relationship at all.  More recent research shows that attitudes predict future behavior and confirmed Festinger’s idea that “moderating variables” can strengthen the link. 3-10

12. Moderating Variables  The most powerful moderators of the attitude- behavior relationship are: 1.Importance of the attitude 2.Correspondence to behavior 3.Accessibility 4.Existence of social pressures 5.Personal and direct experience of the attitude AttitudesPredictBehavior Moderating Variables 3-11

13. cont.  Definition of Moderating Variables: The most powerful moderators of the attitude- behavior relationship are the importance of the attitude, its correspondence to behavior, its accessibility, the presence of social pressures, and 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. 3-12

14. Predicting Behavior from Attitudes  Important attitudes have a strong relationship to behavior.  The closer the match between attitude and behavior, the stronger the relationship: 1.Specific attitudes predict specific behavior 2.General attitudes predict general behavior  The more frequently expressed an attitude, the better predictor it is.  High social pressures reduce the relationship and may cause dissonance.  Attitudes based on personal experience are stronger predictors. 3-13

15. What are the Major Job Attitudes?  1. Job Satisfaction  2. Job Involvement  3. Organizational commitment. 1. Job Satisfaction A positive feeling about the job resulting from an evaluation of its characteristics. 3-14

16. What are the Major Job Attitudes?  2. Job Involvement Degree of psychological identification with the job where perceived performance is important to self-worth. 1.Employees with a high level of job involvement strongly identify with and really care about the kind of work they do. 2.High job involvement is also related to reduced absences and lower resignation rates.  Psychological Empowerment employees’ beliefs in the degree to which they influence their work environment, their competence, the meaningfulness of their job, and their perceived autonomy in their work. 3-15

17. Another Major Job Attitude  3. Organizational Commitment In organizational commitment, an employee identifies with a particular organization and its goals and wishes to remain a member. A positive relationship appears to exist between organizational commitment and job productivity, but it is a modest one. 3-16

18. Major Job Attitudes…  Perceived Organizational Support (POS). Degree to which employees believe the organization values their contribution and cares about their well-being.  for example, an employee believes his organization would accommodate him if he had a child care problem or would forgive an honest mistake on his part.

19.  Employee Engagement: An individual’s involvement with, satisfaction with, and enthusiasm for the job.  Engaged employees are passionate about their work and company and feel a deep connection to their 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. 3-18 cont.

20. 2. Job Satisfaction.  Definition of job satisfaction: a positive feeling about a job resulting from an evaluation of its characteristics—is clearly broad. 3-19

21. Measuring Job Satisfaction  Two approaches are popular.  How satisfied are you with your job?  Respondents circle a number between (1 and 5)on a scale from “highly satisfied” to “highly dissatisfied.”  The second method, the summation of job features, is more sophisticated.  It identifies key elements in a job such as the nature of the work, supervision, present pay, promotion opportunities, and relationships with co-workers.  Respondents rate these on a standardized scale, and researchers add the ratings to create an overall job satisfaction score. 3-20

22.  Interesting jobs that provide training, variety, independence, and control satisfy most employees.  There is also a strong correspondence between how well people enjoy the social context of their workplace and how satisfied they are overall.  Interdependence, feedback, social support, and interaction with co-workers outside the workplace are strongly related to job satisfaction even after accounting for characteristics of the work itself. What causes of job satisfaction? 3-21

23. The Impact of Satisfied and Dissatisfied Employees on the Workplace  What happens when employees like their jobs, and when they dislike their jobs?  One theoretical model—the exit–voice– loyalty–neglect framework—is helpful in understanding the consequences of dissatisfaction.  The framework’s four responses, which differ along two dimensions: constructive, destructive and active/passive. 3-22

24. Identify the responses to dissatisfaction? 1.Exit. The exit response directs behavior toward leaving the organization, including looking for a new position as well as resigning. 2.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. 3.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.” 4.Neglect. The neglect response passively allows conditions to worsen and includes chronic absenteeism or lateness, reduced effort, and increased error rate. 3-23

25. Employee Responses to Dissatisfaction Exit Behavior directed toward leaving the organization Voice Active and constructive attempts to improve conditions Neglect Allowing conditions to worsen Loyalty Passively waiting for conditions to improve See E X H I B I T 3–4 Active Passive ConstructiveDestructive 3-24

26. What are the Outcomes of Job Satisfaction? 1.Job satisfaction and Job Performance 2.Job satisfaction and Organizational Citizenship Behaviors (OCB). 3.Job satisfaction and customer satisfaction. 4.Job satisfaction and absenteeism. 5.Job satisfaction and turnover. 6.Job satisfaction and workplace deviance. 3-25

27. What are the Outcomes of Job Satisfaction?  1. Job satisfaction and Job Performance Satisfied workers are more productive are more satisfied.  2. Job satisfaction and Organizational Citizenship Behaviors Satisfaction influences OCB through perceptions of 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. 3-26

28. CONT.  3. Job satisfaction and customer satisfaction Satisfied frontline employees increase customer satisfaction and loyalty.  4. Job satisfaction and absenteeism. Satisfied employees are moderately less likely to miss work. (negative relationship) 3-27

29. CONT.  5. Job satisfaction and turnover. Satisfied employees are less likely to quit. Many moderating variables in this relationship. Economic environment and tenure (long contract). Organizational actions taken to retain high performers and to get rid of lower performers.  6. Job satisfaction and workplace deviance Dissatisfied workers are more likely to unionize, abuse substances, steal, be late, and withdraw.  Despite the overwhelming evidence of the impact of job satisfaction on the outcome, most managers are either unconcerned about or overestimate worker satisfaction. 3-28

30. 3. Summary and Managerial Implications  Managers should watch employee attitudes: –They give warnings of potential problems –They influence behavior  Managers should try to increase job satisfaction and generate positive job attitudes –Reduces costs by lowering turnover, absenteeism, tardiness, theft, and increasing OCB  Focus on the intrinsic parts of the job: make work challenging and interesting –Pay is not enough 3-29