1. Work-related Attitudes
Chapter 6
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

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

3. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Learning Objectives
Describe the concept of job satisfaction and summarize four major theories of job satisfaction.
Describe the concept of organizational commitment, its major forms, the consequences of low levels of organizational commitment, and how to overcome them.
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

4. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Attitude Components
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

5. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Prejudice
Definition
Organizational demography
Stereotypes
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

6. Prejudice vs. Discrimination
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

7. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Bases for Prejudice
Age
Physical condition
Gender
Sexual orientation
Race and national origin
Religion
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

8. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Affirmative Action
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

9. Diversity Management Programs
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

10. Diversity Success Guidelines
Actively pursue the best people
Make sure people are accepted and fit in
Educate everyone
Focus on difference ranges between people
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

11. 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
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

12. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Job Satisfaction
2-Factor Theory
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

13. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Job Satisfaction
Dispositional Model
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

14. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Job Satisfaction
Value Theory
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

15. Social Information Processing
Job Satisfaction
Social Information Processing
Adopt others’ attitudes and behaviors
Based on others’ cues
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

16. Measuring Job Satisfaction
Rating scales and questionnaires
Job descriptive index
Minnesota satisfaction questionnaire
Pay satisfaction questionnaire
Critical incidents
Interviews
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

17. Job Dissatisfaction Consequences
Employee withdrawal
Voluntary withdrawal
Absenteeism
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

18. Unfolding Model of Voluntary Turnover
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

19. Job Dissatisfaction Consequences
Weak, positive relationship with task performance
Reduced organizational citizenship behaviors
Increased occupational injuries
Influences life outside work
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

20. Promoting Job Satisfaction
Pay people fairly
Improve the quality of supervision
Match people to jobs that fit their interests
Decentralize organizational power
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

21. Organizational Commitment
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

22. Committed Workforce Consequences
Unlikely to withdraw
Willing to make sacrifices for their organizations
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

23. Organizational Commitment Development
Enrich jobs
Align company and employees interests
Recruit and select new employees whose values closely match organization values
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

24. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
This work is protected by United States copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning Dissemination or sale of any part of this work (including on the World Wide Web) will destroy the integrity of the work and is not permitted. The work and materials from it should never be made available to students except by instructors using the accompanying text in their classes. All recipients of this work are expected to abide by these restrictions and to honor the intended pedagogical purposes and the needs of other instructors who rely on these materials.
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 the prior written permission of the publisher. Printed in the United States of America.
Copyright © Pearson Education, Inc. Publishing as Prentice Hall