1. Attitudes Attitudes are predispostions to act As an ID, they affect behavior both directly and indirectly They help us understand present and past behavior of others Provide an “early warning” for future behavior

2. Examples of Work-Related Attitudes Job Satisfaction Professional Commitment Organizational Commitment Job Involvement

3. Job Satisfaction 1.Why should managers be interested in job satisfaction? 2. How satisfied is today’s workforce? 3. Why isn’t job satisfaction more strongly related to performance? 4. What determines satisfaction?

4. 1. Why Should Managers be interested in Job Satisfaction? Value Judgment Economic Judgment Social Judgment Public Relations Judgment

5. 2. How Satisfied is today’s workforce? Depends on how it is measured 1. Global Measure (e.g., Gallup Poll, Aug 7-10,2008) “How satisfied are you with your current job?” Completely satisfied 48% Somewhat satisfied42% Somewhat dissatisfied 7% Completely dissatisfied 2% Not sure 1%

6. How satisfied are workers: continued 2.Surrogate Measure “If you could start your work life over again, would you choose the same occupation again?” Professional/White CollarWorking Class University Professors Printers Physicists Skilled auto workers Biologists Skilled steel workers Lawyers Textile workers Journalists Unskilled auto workers Other % who would choose similar work again

7. How satisfied are workers: continued 3.Facet Measure – Job Descriptive Index Work itself Supervision Pay Coworkers Opportunities for advancement/promotion

8. Employee Satisfaction 1995-2008 Overall58.6%50.7%50.5%48% Interest in work-JDI65.0%57.5%57.7% Supervisor-JDI55.6%53.5%54.6%53% Wages (pay)-JDI39.3%35.6%36.6%28% Co-workers-JDI64.4%59.0%58.1%69% Promotion policy-JDI23.4%22.2%22.0%35% Job security48.6%50.2%50.0%55% Health plan44.2%40.2%39.7%40% Vacation policy56.3%50.7%50.7%51% On-the-job stress27% Source: The Conference Board, Bulletin to Management 9-19-02 *=“% completely satisfied” from Gallup poll, 2008 1995 2000 2002 2008*

9. 3. Satisfaction and Performance 1.Can a specific attitude predict a general measure of output? 2. Constraints on performance in many jobs. Technological constraints Social constraints (peer pressure) 3. Direction of Causality is not clear. Does S P? Does P S? Are they both caused by something else?

10. Satisfaction and Performance: continued PerformanceSatisfaction Extrinsic Rewards Intrinsic Rewards a b

11. 4. What determines satisfaction? Individual Factors personality status/seniority in the organization commitment needs? life satisfaction genetics

12. What determines satisfaction: continued Organizational Factors Perceived fairness of rewards Perceived quality of supervision Pleasant working conditions/co-workers Job design

13. Types of Work Commitment Professional Commitment Organizational Commitment Job Involvement Union Commitment Commitment to one’s Team

14. Attributes of a Profession Identification (with the profession & fellow professionals) Belief in Service (e.g., Code of Ethics) Self-Regulation Sense of Calling (Commitment) Belief in importance of Autonomy Specialized Expertise

15. Types of Organizational Commitment AffectiveContinuance or O.C. Calculative O.C. Goal Congruence Side-bets Desire to continue working for an organization Need to continue Working for an organization

16. Why the decline in Commitment? Employers have not demonstrated loyalty to employees. Societal Values are Changing Unmet Expectations –Std of living –Rate of advancement Jobs do not foster commitment

17. Why should companies care about OC? ROI for companies with high OC employees Absenteeism Turnover Customer Satisfaction Effort Theft Job Satisfaction Willingness to Relocate

18. An Interactive Model of Commitment Job Involvement High Low LowHigh Organizational Commitment Apathetic Employees Lone Wolves Institutional Stars Corporate Citizens

19. Blau & Boal Model Predictions Type of ImportantImpact of Meaning of Employee JI OC Job AspectsVol. T/O Absence Institutional H H All Aspects Dysfunctional Medical Stars ( Work, Growth Pay, Co-workers Supervisor) Lone Wolves H L Work Mixed (depends Career Working on task inter- Enhancing Conditions dependence) Corporate L H Co-Worker Mixed Medical Citizens Apathetics L L Pay Functional Calculative

20. Restoring Commitment Commitment Focus Changeability Managerial Action Job Involvement Job ChangeableJob Design, Use of Attitudeteams, empowerment Affective O.C. Org.Promote identity within firm, improve communications, team building, reduce work-family conflict Continuance OC Org.Increase side bets Seniority based rewards Professional C. Career Deep-seatedSponsor continuing ed. Attitudementorship, pay-for- skill reward systems