1. Copyright © 2002 by South-Western 6–1 Chapter 6 AttitudesAttitudes Job SatisfactionJob Satisfaction Organizational CommitmentOrganizational Commitment OwnershipOwnership

2. Copyright © 2002 by South-Western 6–2 Attitudes and Their Components AttitudeAttitude  An individual’s predisposition to think, feel, perceive, and behave in certain ways toward a particular tangible or intangible phenomenon (attitude object).  Cognitive component—what we know, or think we know, about the attitude object.  Affective component—the feelings a person has toward an attitude object.  Behavioral tendency component—the way an individual is inclined to behave toward an attitude object.  Attitudes develop over time and are resistant to change.

3. Copyright © 2002 by South-Western 6–3 Illustration of the Attitude  Behavior Relationship Affective Component Cognitive Component Attitude Behavioral Tendency Component Behavior Toward Attitude Object FIGURE 6–1

4. Copyright © 2002 by South-Western 6–4 Attitude Formation Personal experiencePersonal experience  Coming into direct contact with an attitude object creates perceptions about the object’s characteristics which are transformed into an attitude about the object. AssociationAssociation  The transference of parts or all of an attitude about an old object to a new attitude object.

5. Copyright © 2002 by South-Western 6–5 Attitude Formation Social learningSocial learning  The influence of persons with whom an individual works on the formation of the individual’s attitudes. HeredityHeredity  The transmission from parents to offspring of certain defining characteristics; a genetic predisposition to behave or think in certain ways.

6. Copyright © 2002 by South-Western 6–6 Attitude Change Strategies for changing an attitude:Strategies for changing an attitude:  Present new information (cognitive component).  Present a different emotional reaction to the attitude object (affective component).  Provide a new experience with the attitude object that conflicts with prior experience.  Create new associations for the attitude object.  Use others more experienced with the attitude object for social learning.  Change the behavior associated with the attitude.

7. Copyright © 2002 by South-Western 6–7 Attitude Change (cont’d) Cognitive dissonanceCognitive dissonance  An unpleasant psychological state that occurs when a person possesses conflicting thoughts about an attitude object.

8. Copyright © 2002 by South-Western 6–8 Work-related Attitudes Job satisfactionJob satisfaction  The attitude that results from the appraisal of one’s job as attaining or enabling the attainment of one’s important job values.  Positive job attitudes arise when jobs enable persons to attain their values.

9. Copyright © 2002 by South-Western 6–9 Work-related Attitudes (cont’d) Facets of job satisfactionFacets of job satisfaction  Job content—what is done on the job  Job context—the environment in which the job is done Overall job satisfactionOverall job satisfaction  A combination of facet satisfactions that describes a person’s overall affective reaction to a set of work-related factors.

10. Copyright © 2002 by South-Western 6–10 Work-related Attitudes (cont’d) Causes of job satisfactionCauses of job satisfaction  Experience with the work environment and job content  Association of the current job with past occupations/jobs  Social learning from others in the workplace  Genetic predispositions  Individual personalities  Organization goals and management actions

11. Copyright © 2002 by South-Western 6–11 Work-related Attitudes (cont’d) Measuring job satisfactionMeasuring job satisfaction  Observing worker behavior  Interviewing workers about satisfaction levels  Distributing questionnaires to obtain information systematically  Measurement instruments:  Faces (Kunin)  Minnesota Satisfaction Questionnaire (MSQ)  Job Descriptive Index (JDI)

12. Copyright © 2002 by South-Western 6–12 Job Descriptive Index Item for Measuring Job Satisfaction TABLE 6–1 Source: Adapted from P.C. Smith, L.M. Kendall, and C. L. Hulin. 1969. The measurement of satisfaction in work and retirement. Chicago: Rand McNally.

13. Copyright © 2002 by South-Western 6–13 Work-related Attitudes (cont’d) Consequences of job satisfactionConsequences of job satisfaction  Employees are less likely to:  Consider quitting  Be absent or tardy  Refuse to be good organizational citizens  Job performance does not appear to have a significant relationship to job satisfaction.

14. Copyright © 2002 by South-Western 6–14 Organizational Commitment Organizational commitmentOrganizational commitment  The relative strength of an individual’s identification with and involvement in a particular organization. Components of organizational commitmentComponents of organizational commitment  Affective commitment—an emotional attachment to the organization and its mission.  Normative commitment—the belief that commitment is a “right” thing to do and is based on the employee’s moral and personal value system  Continuance commitment—organizational commitment based on the costs an employee associates with leaving the organization.

15. Copyright © 2002 by South-Western 6–15 Causes and Consequences of Organizational Commitment Personal Characteristics Job/Role Expectations Organizational Commitment Propensity Initial Work Experience Experienced Meaningfulness Psychological Ownership Experienced Responsibility Employability Organizational Commitment Turnover Behavioral Intention Absenteeism Behavioral Intention Turnover Behavior Absenteeism Behavior Job Choice Factors FIGURE 6–4

16. Copyright © 2002 by South-Western 6–16 Major Causes of Job Satisfaction and Organizational Commitment Individual Characteristics: Dispositional Affectivity (including genetic pre-dispositions) Gender Tenure/Career Stage Work-Family Conflict Mentor/Protégé Status Work Environment Characteristics: Perceived Discrimination Fair and Flexible Policies and Procedures Nonhazardous Workplace Supervisor and Co-worker Support Perceptions of Control Promotional Opportunities Job Satisfaction and Organizational Commitment FIGURE 6–5 Source: S. Lease. 1998. Annual review, 1993–1997: Work attitudes and outcomes. Journal of Vocational Behavior 53:154–183.

17. Copyright © 2002 by South-Western 6–17 Job and Work Involvement Job involvementJob involvement  An employee’s psychological involvement with a particular job. Work involvementWork involvement  An employee’s devotion to or alienation from work in general. Job and work involvement aspectsJob and work involvement aspects  The conscious desire and choice to participate or avoid work or a job.  The centrality or marginality of work to an individual.  The importance of the work to a person’s self-concept.

18. Copyright © 2002 by South-Western 6–18 Psychological Ownership Psychological ownershipPsychological ownership  The state in which an individual feels as though the target of ownership (or a piece of that target) is theirs. Psychological ownership develops through:Psychological ownership develops through:  Empowerment through the control of the work  Self-management opportunities  Expanded roles in managing the production process  Participation in problem solving

19. Copyright © 2002 by South-Western 6–19 Causes and Consequences of Employee Psychological Ownership Organizational Citizenship Behavior Assumption of Responsibility Satisfaction Organizational Commitment Assumption of Personal Risk for the Target of Ownership Information (Intimate Knowledge) Influence Investing of Oneself Involvement Opportunities Psychological Ownership ANTECEDENT CONDITIONSCONSEQUENT CONDITIONS FIGURE 6–6

20. Copyright © 2002 by South-Western 6–20 The Management of Employee Attitudes Organizational influences on employee attitudesOrganizational influences on employee attitudes Structure Climate Culture Job Design Technology Policies Co-Workers Pay Security Working Conditions The Employee’s Attitudes, Feelings, Beliefs, Intentions FIGURE 6–7