1. Five Chapter WORK-RELATED ATTITUDES:
FEELINGS ABOUT JOBS, ORGANIZATIONS,
AND PEOPLE

2. After reading this chapter you should be able to:
1. Define attitudes and understand their basic components.
2. Identify the concept of job satisfaction, and outline the techniques used for measuring it.
3. Summarize two major theories of job satisfaction.
4. Explain the major consequences of job dissatisfaction and how to overcome them.
5. Define organizational commitment, and describe the three major types.
6. Describe the major consequences from low levels of organizational commitment and how to overcome them.
7. Distinguish prejudice and discrimination, and identify victims of prejudice in organizations.
8. Describe how organizations today manage diversity in the workforce.
9. Describe the effectiveness of diversity management programs.

3. Attitudes: What Are They? (Pp. 169-170)
Three Essential Components of Attitudes
Evaluative component - our liking or disliking of any
particular person, item, or event
- feeling aspect
Cognitive component - what we believe, whether true of
false, about an attitude object
- knowledge aspect
Behavioral component - our predisposition to behave in a way
consistent with our beliefs and feelings about an attitude
object
- may not actually be predictive of one’s behavior
Attitudes - relatively stable clusters of feelings, beliefs, and behavioral
intentions toward specific objects, people, or institutions
Work-related attitudes - pertain to any aspect of work or work
settings

4. Predisposed to be dissatisfied
Job Satisfaction: Attitudes Towards One’s Job
(Pp )
Job Satisfaction - positive or negative attitudes held by individuals toward
their jobs
Are People Generally Satisfied with Their Jobs? - overall, most satisfied
Certain groups more satisfied than others - white-collar, older,
more experienced
Some individuals always more satisfied
Dispositional model - job satisfaction is a characteristic
that stays with people across situations
Time
Now
Later
Still
later
(High)
(Low)
Job satisfaction
experienced
Figure 5.3
Dispositional Model
Predisposed to be satisfied
Predisposed to be dissatisfied

5. Rating scales and questionnaires - most common approach
Job Satisfaction: Attitudes Towards One’s Job (cont.)
Measuring Job Satisfaction - several useful techniques have been developed
Rating scales and questionnaires - most common approach
- can be completed quickly
- normative data may be available to assess relative satisfaction
- e.g., Job Descriptive Index, Minnesota Satisfaction
Questionnaire, Pay Satisfaction Questionnaire
Critical incidents - employees describe incidents relating to their
work that they found especially satisfying or dissatisfying
Interviews - explore attitudes more deeply
- particularly effective in gathering reactions to complex and
difficult situations

6. jobs and the underlying processes
Job Satisfaction: Attitudes Towards One’s Job (cont.)
Theories of Job Satisfaction - address what makes people satisfied with their
jobs and the underlying processes
Two-factor theory - suggests that satisfaction and dissatisfaction
stem from different groups of variables
- satisfaction - associated with the content of the job itself or
with outcomes directly derived from it
Motivators - e.g., nature of the job, achievement in
the work, promotion opportunities, chance
for personal recognition and growth
- dissatisfaction - associated with the physical and social
context of the job
Hygienes - e.g., working conditions, pay, security,
relations with others, quality of supervision
Evaluation - intriguing but unverified theory
Implications - focus attention on motivators to promote
satisfaction
- create conditions to avoid dissatisfaction

7. Two-Factor Theory of Job Satisfaction
Figure 5.4
Two-Factor Theory of Job Satisfaction
Quality of supervision
Pay
Company policies
Physical working conditions
Relations with others
Job security
Hygiene factors
Job Dissatisfaction
Promotion opportunities
Opportunities for personal growth
Recognition
Responsibility
Achievement
Motivators
Job Satisfaction

8. Theories of Job Satisfaction (cont.)
Job Satisfaction: Attitudes Towards One’s Job (cont.)
Theories of Job Satisfaction (cont.)
Value theory - suggests that job satisfaction depends primarily on the
match between the outcomes individuals value in their jobs
and their perceptions about the availability of such outcomes
- satisfaction - individual receives job outcomes s/he values
- dissatisfaction - individual does not receive job outcomes
s/he values
Evaluation - research provides good support for theory
Implications - individuals may value different outcomes and,
therefore, employees may have different sources of
satisfaction
- satisfaction may stem from many job factors

9. The Result of Getting What We Want
Figure 5.5
The Result of Getting What We Want
High Importance
Low Importance
Large discrepancies were
associated with greater
dissatisfaction among those
for whom the facet was highly
important than for those for
whom it was less important
(high)
(low)
Level of Satisfaction with Facet of Job
Overall, greater discrepancies
were associated with lower
levels of satisfaction
Size of Have-Want Discrepancy
None
Great
(have as much
as want)
(want more
than have)

10. Consequences of Job Dissatisfaction
Job Satisfaction: Attitudes Towards One’s Job (cont.)
Consequences of Job Dissatisfaction
Task performance - relationship to job satisfaction is positive but
not especially strong because:
- range of possible performance restricted on many jobs
- variables are not directly related, but both may be influenced by the same job factors (e.g., receipt of various organizational rewards)
Employee withdrawal - actions that enable employees to escape
adverse organizational situations
Chronic absenteeism - less satisfaction, more absenteeism
- modest relationship since many factors affect an
employee’s decision to report to work
Voluntary turnover - less satisfaction, greater likelihood
that employee will consider resigning
- modest relationship since many factors affect an
employee’s decision to move to another job
- e.g., economic conditions
- intent to quit or stay reflected in concrete actions

11. Voluntary Turnover: A Model
Figure 5.6
Voluntary Turnover: A Model
Job satisfaction
Thoughts of
quitting
Intention to search
for new job
Intention to
quit or stay
Thought of
quitting
Probability of finding an
acceptable alternative job
Action:
quit or stay

12. Guidelines for Promoting Job Satisfaction
Job Satisfaction: Attitudes Towards One’s Job (cont.)
Guidelines for Promoting Job Satisfaction
Make jobs fun - people are more satisfied with jobs they enjoy doing
than those they find dull and boring
Pay people fairly - job dissatisfaction associated with perceptions
of unfairness in compensation system
Match people to jobs that fit their interests - fulfilling interests on
the job associated with feelings of satisfaction
Avoid boring, repetitive jobs - people more satisfied with jobs that
allow then to take control over how they do things

13. Organizational Commitment: Feelings of Attachment
Toward Organizations (Pp )
Organizational Commitment - degree to which people are involved with
their organizations and are interested in remaining within them
Varieties of Organizational Commitment
Continuance commitment - the strength of a person’s desire to
continue working for an organization because s/he needs to
and cannot afford to do otherwise
- increases with greater tenure in the organization
Affective commitment - the strength of a person’s desire to
continue working for an organization because s/he agrees
with its goals and values
- endorse what organization stands for
- may be threatened when organization undergoes change
Normative commitment - the strength of a person’s desire to
continue working for an organization because s/he feels
pressure from others to remain
- reluctance to disappoint others

14. Why Strive for a Committed Workforce?
Organizational Commitment (cont.)
Why Strive for a Committed Workforce?
Committed employees are less likely to withdraw - less likely to
resign or be absent
Committed employees are willing to sacrifice for the organization
- good organizational citizenship characteristic of committed
employees
Approaches to Developing Committed Employees
Enrich jobs - give employees control over their jobs and recognize
their important contributions
Align company and employee interests
Profit-sharing plans - incentive plans in which employees
receive bonuses in proportion to the company’s
profitability
Recruit and select new employees whose values closely match
those of the organization
- investments in employees likely to prompt the return
investment of employee energy in the company

15. Prejudice: Negative Attitudes Towards Others (Pp. 186-193)
Prejudice - negative attitudes toward the members of specific groups based
solely on their membership in those groups (e.g., age, gender, race)
- negative beliefs and feelings, and predispositions to behave
accordingly
Discrimination - behavior that is follows from a prejudicial attitude
- treating someone negatively because of her/his group membership
Belief
Evaluative
judgment
Behavioral
predisposition
Prejudicial Attitude
Behavior
Discrimination
Negative
stereotype
(Group X
is lazy)
Negative
feelings
(Dislike
lazy people)
Negative
inclination
(Disinterested
in hiring
members of
Group X)
Do not hire
members of
Group X

16. The Reality of Prejudice and the Problems of Prejudice
Prejudice: Negative Attitudes Towards Others (cont.)
The Reality of Prejudice and the Problems of Prejudice
- ethnic and cultural diversity is the rule today
- prejudicial attitudes in this environment create problems
- produces serious friction or even conflict between people
- can have adverse effects on the careers of people targeted
by prejudicial attacks
- e.g., glass ceiling
- can have devastating psychological effect on victims

17. Groupism: Everyone Can Be a Victim of Prejudice (Pp. 189-193)
Groupism - no one is immune to prejudice based on membership in
certain groups
Prejudice based on age - discrimination exists against older and
younger workers
- prejudices not founded on accurate information
- the more time younger people spend working with their
older colleagues, the more positive -- and the less
stereotypical -- their attitudes toward one another
Prejudice based on physical condition (i.e., some physical feature)
Stigmas - conditions (e.g., blindness, disfigurement, or
paralysis) considered to be negative aspects of one’s
identity
Americans with Disabilities Act (ADA) - safeguards the
rights of people with physical and mental disabilities
- requires reasonable accommodations be made to
enable disabled to hold a job

18. Prejudice based on race and national origin - discriminatory acts
Groupism: Everyone Can Be a Victim of Prejudice (cont.)
Groupism (cont.)
Prejudice based on race and national origin - discriminatory acts
have caused minorities to use the Equal Employment
Opportunity Act to file law suits
- mentoring of minority employees attempts to minimize
problems stemming from discrimination
Prejudice based on sexual orientation - no legal protection for
homosexuals
- leads to fears of being exposed as a homosexual
- many organizations have adopted internal fair employment
policies that include sexual orientation
- some companies prohibit discrimination based on
sexual orientation
- some companies extend fringe benefits, which
traditionally were offered only to opposite-
sex partners, to same-sex domestic partners

19. Prejudice against women - lessening, but it is a slow victory
Groupism: Everyone Can Be a Victim of Prejudice (cont.)
Groupism (cont.)
Prejudice against women - lessening, but it is a slow victory
Sex-role stereotypes - narrow-minded beliefs about the
kinds of tasks for which women are suited
- keep many women from important organizational
positions, including boards of directors

20. Managing a Diverse Workforce: Current Practices (Pp. 193-197)
Do Companies Care about Diversity? - trend is clearly toward more
activity and greater concern about diversity issues
- increased support for diversity programs where:
- senior managers are aware of the importance of diversity
management
- there is recognition of the need to attract and retain a
skilled workforce
What Are Today’s Companies Doing about Diversity? - two approaches
Affirmative action plans - attempt to provide employment
opportunities to groups who traditionally have been
disadvantaged
- over the past 30 years, plans have been effective
Diversity management programs - create an atmosphere in which
diverse groups can flourish
- celebrate diversity
- women and minorities are valued, not just tolerated

21. How Are Companies Fostering Workforce Diversity? - there is more talk
Managing a Diverse Workforce: Current Practices (cont.)
How Are Companies Fostering Workforce Diversity? - there is more talk
about diversity than action
- however, encouraging signs of improvement
- widespread diversity management practices include:
Promote policies that discourage sexual harassment
Provide physical access for disabled employees
Offer flexible work schedules
Allow days off for religious holidays
Offer parental leaves
Varieties of Diversity Management Programs - two categories
Awareness-based diversity programs - designed to make people
more aware of diversity issues and get them to recognize the
underlying assumptions they make about people
Skill-based diversity training - develops tools needed to interact
effectively with others

22. Two Approaches to Diversity Management Training
Figure 5.16
Two Approaches to Diversity Management Training
Awareness-based
Diversity Training
Skills-based
Diversity Training
Increase knowledge
awareness and sensitivity
Challenge existing
assumptions
Eliminate stereotypes
Develop new
diversity skills
Strengthen current
Improved quality of
interaction with people
from diverse groups
Levels of morale, productivity
and creativity are raised
Organization’s competitive
position is enhanced

23. Diversity Management: It Works! (Pp. 198-199)
Companies that made special efforts to use their diverse human resources
were considerably more profitable than those that discriminated
against employees
- managing diversity is the right way to treat employees and is good
business
- notes of caution
Focus differences between people, not stereotypes
- instead of looking at average differences between
people, look at the range of differences
between people
Managing diversity requires total managerial support
- management must go the extra mile in support
of diversity activities