0. Attitudes, and Job Satisfaction
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,
Lecture 3
Attitudes, and Job Satisfaction
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,

1. By: Prof. Dr. M. Zia-ur-Rehman, scholarknowledge@gmail.com
Attitudes
Cognitive component The opinion or belief segment of an attitude.
Attitudes
Evaluative statements or judgments concerning objects, people, or events.
Affective Component The emotional or feeling segment of an attitude.
Behavioral Component An intention to behave in a certain way toward someone or something.
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,

2. By: Prof. Dr. M. Zia-ur-Rehman, scholarknowledge@gmail.com
Attitudes
Attitudes
Evaluative statements or judgments concerning objects, people, or events.
Cognitive Component
The opinion or belief segment of an attitude
Evaluation
Affective Component
The emotional or feeling segment of an attitude
Feeling
Behavioral Component
An intention to behave in a certain way toward someone or something
Action
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,

3. The Theory of Cognitive Dissonance
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,
The Theory of Cognitive Dissonance
Cognitive Dissonance
Any incompatibility between two or more attitudes or between behavior and attitudes.
Desire to reduce dissonance
Importance of elements creating dissonance
Degree of individual influence over elements
Rewards involved in dissonance
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,

4. Does Behavior Always Follow From Attitudes?
By: Prof. Dr. M. Zia-ur-Rehman,
Does Behavior Always Follow From Attitudes?
By: Prof. Dr. M. Zia-ur-Rehman,
Cognitive Dissonance
Any incompatibility between two or more attitudes or between behavior and attitudes
It is inconsistent attitude behavior relationship
Inconsistency creates uncomfortable situation
To deal with uncomfortable situation people seek consistency to reduce cognitive dissonance
They can do that by moderating variables
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,

5. Does Behavior Always Follow From Attitudes?
By: Prof. Dr. M. Zia-ur-Rehman,
Does Behavior Always Follow From Attitudes?
By: Prof. Dr. M. Zia-ur-Rehman,
Moderating Variables
The most powerful moderators of the attitude-behavior relationship are:
Attitude
Predict
Behavior
Importance of the attitude
Correspondence to behavior
Accessibility
Existence of social pressures
Personal and direct experience of the attitude.
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,

6. Major Job Attitudes Job Satisfaction
By: Prof. Dr. M. Zia-ur-Rehman,
Major Job Attitudes
By: Prof. Dr. M. Zia-ur-Rehman,
Job Satisfaction
A positive feeling about the job resulting from an evaluation of its characteristics
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
Organizational Commitment
Identifying with a particular organization and its goals, while wishing to maintain membership in the organization.
Affective (emotional attachment to organization) - Continuance Commitment (economic value of staying) – Normative (moral or ethical obligations)
Perceived Organizational Support (POS)
Degree to which employees believe the organization values their contribution and cares about their well-being.
Employee Engagement
The degree of involvement with, satisfaction with, and enthusiasm for the job.
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,

7. Are Job Attitudes Distinct?
No, they are neither totally distinct nor totally same but
these attitudes are highly related.
Variables may be redundant
(measuring the same thing under a different name)
While there is some distinction, there is also a lot of overlap.

8. Measuring the A-B Relationship
Recent research indicates that attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account.
Moderating Variables
Importance of the attitude
Specificity of the attitude
Accessibility of the attitude
Social pressures on the individual
Direct experience with the attitude

9. Self-Perception Theory
Attitudes are used after the fact to make sense out of an action that has already occurred.

10. Types of Attitudes
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.
Perceived Organizational Support (POS) Degree to which employees feel the organization cares about their well-being.
Employee Engagement: An individual’s involvement with, satisfaction with, and enthusiasm for the organization.

11. Types of Attitudes - Lets check our knowledge
Job Satisfaction:
Job Involvement:
Organizational Commitment:
Perceived Organizational Support (POS):
Employee Engagement:

12. Attitude Surveys Attitude Surveys
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,
Attitude Surveys
Attitude Surveys
Eliciting responses from employees through questionnaires about how they feel about their jobs, work groups, supervisors, and the organization.
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,

13. How a Sample Attitude Survey may look like?
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,
How a Sample Attitude Survey may look like?
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,

14. Sample Attitude Survey

15. Attitudes and Workforce Diversity
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,
Attitudes and Workforce Diversity
Attitude:
Evaluative statements or judgments concerning objects, people, or events
Workforce Diversity:
Similarities and differences among employees in terms of age, gender, cultural background, physical abilities and disabilities, race and ethnic background.
How are these two associated with each other in the context of attitude ?
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,

16. Attitudes and Workforce Diversity
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,
Attitudes and Workforce Diversity
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.
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,

17. By: Prof. Dr. M. Zia-ur-Rehman, scholarknowledge@gmail.com
Job Satisfaction
Job satisfaction or employee satisfaction has been defined in many different ways. Some believe it is simply how content an individual is with his or her job, in other words, whether or not they like the job or individual aspects or facets of jobs, such as nature of work or supervision.
Now there are two important questions:
How come we know that there exists job satisfaction or what level of job satisfaction does exist ?
How to measure job satisfaction?
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,

18. Job Satisfaction Measuring Job Satisfaction
Single global rating
Summation score
How Satisfied Are People in Their Jobs?
Job satisfaction declined to 50.4% in 2002
Decline attributed to:
Pressures to increase productivity and meet tighter deadlines
Less control over work

19. How to Measure Job Satisfaction? Are People Satisfied in their Jobs?
By: Prof. Dr. M. Zia-ur-Rehman,
Job Satisfaction
By: Prof. Dr. M. Zia-ur-Rehman,
How to Measure Job Satisfaction?
Single global rating (one question / one answer)
Best
Summation score (many questions / one average) OK
Are People Satisfied in their Jobs?
Results depend on how job satisfaction is measured
Pay and promotion are the most problematic elements.
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,

20. What Causes Job Satisfaction?
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,
Job Satisfaction
What Causes Job Satisfaction?
Pay influences job satisfaction only to a point
Personality can influence job satisfaction
Negative people
People with positive core self evaluation (Bottom-line conclusions individuals have about their capabilities, competences, and worth as a person)
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,

21. Employee Responses to Dissatisfaction
By: Prof. Dr. M. Zia-ur-Rehman,
Job Satisfaction
By: Prof. Dr. M. Zia-ur-Rehman,
Employee Responses to Dissatisfaction
Active
Exit
Behavior directed toward leaving the organization
Voice
Active and constructive attempts to improve conditions
Destructive
Constructive
Neglect
Allowing conditions to worsen
Loyalty
Passively waiting for conditions to improve
Passive
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,

22. Outcomes of Job Satisfaction
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,
Job Satisfaction
Outcomes of Job Satisfaction
Job Performance
Satisfied workers are more productive & more productive workers are more satisfied!
Organizational Citizenship Behaviors
Satisfaction influences OCB through perceptions of fairness
Customer Satisfaction
Satisfied frontline employees increase customer satisfaction and loyalty
Absenteeism
Satisfied employees are moderately less likely to miss work
Turnover
Satisfied employees are less likely to quit
Workplace Deviance
Dissatisfied workers are more likely to unionize, abuse substances, steal, be tardy, and withdraw
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,

23. How Employees Can Express Dissatisfaction
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,
How Employees Can Express Dissatisfaction
Exit
Behavior directed toward leaving the organization.
Voice
Active and constructive attempts to improve conditions.
Loyalty
Passively waiting for conditions to improve.
Neglect
Allowing conditions to worsen.
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,

24. Responses to Job Dissatisfaction
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,
Responses to Job Dissatisfaction
Activity:
Write a short note on how employees respond to
Source: C. Rusbult and D. Lowery, “When Bureaucrats Get the Blues,” Journal of Applied Social Psychology. 15, no. 1, 1985:83. Reprinted with permission.
E X H I B I T 3–5
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,

25. OCB OCB has been studied since the late 1970s.
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,
OCB
OCB has been studied since the late 1970s.
Over the past three decades, interest in these behaviors has increased substantially.
Organizational behavior has been linked to overall organizational effectiveness, thus these types of employee behaviors have important consequences in the workplace.
Organ (1988) defines OCB as “individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization”
Definition of OCB includes three critical aspects that are central to this construct.
First, OCBs are thought of as discretionary behaviors, which are not part of the job description, and are performed by the employee as a result of personal choice.
Second, OCBs go above and beyond that which is an enforceable requirement of the job description.
Finally, OCBs contribute positively to overall organizational effectiveness.
Organizational citizenship behaviour
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,

26. The Effect of Job Satisfaction on Employee Performance
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,
The Effect of Job Satisfaction on Employee Performance
Satisfaction and Productivity
Satisfied workers aren’t necessarily more productive.
Worker productivity is higher in organizations with more satisfied workers.
Satisfaction and Absenteeism
Satisfied employees have fewer avoidable absences.
Satisfaction and Turnover
Satisfied employees are less likely to quit.
Organizations take actions to retain high performers and to weed out lower performers.
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,

27. Job Satisfaction and OCB
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,
Job Satisfaction and OCB
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.
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,

28. Job Satisfaction and Customer Satisfaction
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,
Job Satisfaction and Customer Satisfaction
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.
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,

29. By: Prof. Dr. M. Zia-ur-Rehman, scholarknowledge@gmail.com
Lets Recap !
Get the students add by writing points in 1-3 words what they have understood ….. With first 3 positions …. By checking out who has given the best answers…
By: Prof. Dr. M. Zia-ur-Rehman,
By: Prof. Dr. M. Zia-ur-Rehman,