1. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Micro-Organizational Behavior: Job Attitudes

2. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Definitions Work Values: A worker’s personal convictions about what outcomes one should expect from work and how one should behave at work.Work Values: A worker’s personal convictions about what outcomes one should expect from work and how one should behave at work. Intrinsic vs. Extrinsic: Related to the nature of work itself Vs. related to the consequences of work, respectively.Intrinsic vs. Extrinsic: Related to the nature of work itself Vs. related to the consequences of work, respectively.

3. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Intrinsic vs. Extrinsic Work Values Intrinsic Values Interesting WorkInteresting Work Challenging WorkChallenging Work Learning New ThingsLearning New Things Making Important ContributionsMaking Important Contributions Responsibility and AutonomyResponsibility and Autonomy Being CreativeBeing Creative Extrinsic Values High Pay Job Security Job Benefits Status in Wider Community Social Contacts Time with Family Time for Hobbies

4. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Work Attitudes Collections of feelings, beliefs, and thoughts about how to behave in one’s job and organization.

5. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Components of Work Attitudes Affective Component: How a worker feels about work.Affective Component: How a worker feels about work. Cognitive Component: What a worker believes to be true about work.Cognitive Component: What a worker believes to be true about work. Behavioral Component: What a worker thinks about how to behave at work.Behavioral Component: What a worker thinks about how to behave at work.

6. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Components of Work Attitudes

7. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Relationship Between Work Values, Attitudes, and Moods Component Work Values Work Attitudes Work Moods Relationship Most Stable Moderately Stable Most Changing

8. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Relationships Between Work Values, Attitudes, and Moods

9. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Advice to Managers Do not assume that most workers have strong intrinsic work values just because you do.Do not assume that most workers have strong intrinsic work values just because you do. Make the work environment pleasant and attractive to help promote positive moods.Make the work environment pleasant and attractive to help promote positive moods.

10. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Advice to Managers Realize that any attempt you make to improve attitudes, motivation, or performance will be most effective when the change you implement is consistent with workers’ values.Realize that any attempt you make to improve attitudes, motivation, or performance will be most effective when the change you implement is consistent with workers’ values.

11. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Determinants of Job Satisfaction PersonalityPersonality ValuesValues Work SituationWork Situation Social InfluenceSocial Influence

12. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Determinants of Job Satisfaction

13. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Theories of Job Satisfaction The Facet Model of Job SatisfactionThe Facet Model of Job Satisfaction Herzberg’s Motivator-Hygiene Theory of Job SatisfactionHerzberg’s Motivator-Hygiene Theory of Job Satisfaction The Discrepancy Model of Job SatisfactionThe Discrepancy Model of Job Satisfaction The Steady-State Theory of Job SatisfactionThe Steady-State Theory of Job Satisfaction

14. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. The Facet Model of Job Satisfaction Job Facet Example AchievementCreativityRecognition Description The extent of a feeling of accomplishment. Being free to come up with new ideas. Praise for doing a good job.

15. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Herzberg’s Motivator-Hygiene Theory of Job Satisfaction When Motivator needs are met, workers will be satisfied; when these needs are not met, workers will not be satisfied.When Motivator needs are met, workers will be satisfied; when these needs are not met, workers will not be satisfied. When Hygiene needs are met, workers will not be dissatisfied; when these needs are not met, workers will be dissatisfied.

16. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. 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

17. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Two Views of Job Satisfaction

18. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. The Discrepancy Model of Job Satisfaction To determine how satisfied they are with their jobs, workers compare their job to some “ideal job.” This “ideal job” could be what one thinks the job should be like, what one expected the job to be like, what one wants from a job, or what one’s former job was like.

19. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Job Satisfaction as a Steady State

20. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. The Dispositional Model of Job Satisfaction The dispositional model suggests that some people are inherently more satisfied than others.The dispositional model suggests that some people are inherently more satisfied than others. Research by Staw and Ross has established the longitudinal stability of job satisfaction.Research by Staw and Ross has established the longitudinal stability of job satisfaction. Twin studies suggest a weak genetic basis for job satisfactionTwin studies suggest a weak genetic basis for job satisfaction

21. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Job Satisfaction as Social Information Processing SIP suggests that our assessments of job satisfaction are based on informational cues provided by others.SIP suggests that our assessments of job satisfaction are based on informational cues provided by others. In essence, we are told how satisfied we should be.In essence, we are told how satisfied we should be.

22. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Potential Consequences when Job Satisfaction is... MISSING AbsenteeismAbsenteeism TurnoverTurnover PRESENT Organizational Citizenship Behavior Worker Well-Being