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    Attitudes and Job Satisfaction

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    Ashish Gupta
    The document discusses job attitudes, their components, and how they affect behavior. It defines major job attitudes like job satisfaction, organizational commitment, and perceived organizational support. Job satisfaction is influenced by factors like pay, personality, and a match between expectations and reality. Satisfied employees are more productive, loyal, and less likely to quit. Managers should focus on increasing positive job attitudes to improve performance and reduce costs.

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    Attitudes and Job Satisfaction

    Uploaded by

    Ashish Gupta
    115 views19 pages
    The document discusses job attitudes, their components, and how they affect behavior. It defines major job attitudes like job satisfaction, organizational commitment, and perceived organizational support. Job satisfaction is influenced by factors like pay, personality, and a match between expectations and reality. Satisfied employees are more productive, loyal, and less likely to quit. Managers should focus on increasing positive job attitudes to improve performance and reduce costs.

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    Attitudes and Job Satisfaction

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    The document discusses job attitudes, their components, and how they affect behavior. It defines major job attitudes like job satisfaction, organizational commitment, and perceived organizational support. Job satisfaction is influenced by factors like pay, personality, and a match between expectations and reality. Satisfied employees are more productive, loyal, and less likely to quit. Managers should focus on increasing positive job attitudes to improve performance and reduce costs.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    115 views19 pages

    Attitudes and Job Satisfaction

    Uploaded by

    Ashish Gupta
    The document discusses job attitudes, their components, and how they affect behavior. It defines major job attitudes like job satisfaction, organizational commitment, and perceived organizational support. Job satisfaction is influenced by factors like pay, personality, and a match between expectations and reality. Satisfied employees are more productive, loyal, and less likely to quit. Managers should focus on increasing positive job attitudes to improve performance and reduce costs.

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    of 19

    Session Objectives

    To understand attitudes, their components

    and how they affect our behaviours Compare and contrast the major job attitudes. Define job satisfaction and show how it can be measured. Summarize the main causes of job satisfaction.

    Attitudes are evaluative statements- either favourable or unfavourable- about objects, people or events. Jung's definition of attitude is a "readiness of the psyche to act or react in a certain way" (Jung, [1921] Most attitudes are the result of either direct experience or observational learning from the environment.

    Mainly there are 3 components of Attitudes-

    Cognitive

    Affective

    The emotional or feeling segment of an attitude

    The opinion or belief segment of an attitude

    Behavioral

    Attitude

    An intention to behave in a certain way toward someone or something

    Moderating Variables
    The most powerful moderators of the attitude-behavior

    relationship are:
    Importance of the attitude-reflects fundamental values,

    self interest or identification with groups or individuals have strong relation with behaviour Correspondence to behavior- closer the attitude and behaviour, stronger the relationship Accessibility- the more we talk, the more we remember and more its effect on behaviour

    Existence of social pressures- in accord with the attitude facilitates expression and vice versa Personal and direct experience of the attitude.

    Leon Festinger (1957)

    No, the reverse is sometimes true! Cognitive Dissonance: Any incompatibility between two or more attitudes or between behavior and attitudes
    Individuals seek to reduce this uncomfortable gap,

    or dissonance, to reach stability and consistency


    The stronger the dissonance, the greater the urge to

    reduce it or actively avoid situations and information that create awareness of dissonance existing

    Ways to reduce dissonance


    - Consistency is achieved by changing the attitude causing dissonance modifying or changing the behaviors, or through rationalization

    Desire to reduce dissonance depends on:

    Importance of elements creating dissonance


    Degree of individual influence over elements Rewards involved in dissonance

    Predicting Behavior from Attitudes


    Closer the match between attitude & behavior, stronger

    the relationship: Specific attitudes predict specific behavior General attitudes predict general behavior More frequently expressed an attitude, better predictor it is. High social pressures reduce the relationship and may cause dissonance. Attitudes based on personal experience are stronger predictors.

    What are the Major Job Attitudes?


    Job Satisfaction A positive feeling about the job resulting from an evaluation of its characteristics Job Involvement Degree of psychological identification with the job where perceived performance is important to self-worth

    Psychological Empowerment
    Belief in the degree of influence over the job,

    competence, job meaningfulness, and autonomy

    Another Major Job Attitude


    Organizational Commitment
    Identifying with a particular organization and its

    goals, while wishing to maintain membership in the organization. Three dimensions: Affective emotional attachment to organization and belief in its values Continuance Commitment economic value of staying Normative - moral or ethical obligations Has some relation to performance, especially for new employees.

    More Major Job Attitudes


    Perceived Organizational Support (POS) Degree to which employees believe the organization values their contribution and cares about their well-being. Higher when rewards are fair, employees are involved in decision-making, and supervisors are seen as supportive. High POS is related to higher OCBs and performance. Employee Engagement The degree of involvement with, satisfaction with, and enthusiasm for the job. Engaged employees are passionate about their work and company.

    Job Satisfaction
    a pleasurable emotional state resulting from the

    appraisal of ones job; an affective reaction to ones job; and an attitude towards ones job. involves a complex individual summation of a number of discrete job elements. How to measure? Single global rating (one question/one answer) Best Summation of job facets score (many questions/one average) standardized scale

    Models of Job Satisfaction


    Affect Theory- Edwin A. Lockes (1976)-

    satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. - how much one values a given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/arent met Dispositional Model- Job Satisfaction is a relatively stable disposition of an individual -some individuals are likely to be consistently either dissatisfied or satisfied with their jobs

    Causes of Job Satisfaction


    Pay influences job satisfaction only to a point. After about $40,000 a year (in the U. S.), there is no relationship between amount of pay and job satisfaction. Money may bring happiness, but not necessarily job satisfaction. Personality can influence job satisfaction. Negative people are usually not satisfied with their jobs. Those with positive core self-evaluation are more satisfied with their jobs.

    Employee Responses to Dissatisfaction


    Active
    Exit Behavior directed toward leaving the organization Voice Active and constructive attempts to improve conditions

    Destructive
    Neglect Allowing conditions to worsen Loyalty Passively waiting for conditions to improve

    Constructive

    Passive

    Outcomes of Job Satisfaction


    Job Performance Satisfied workers are more productive AND more productive workers are more satisfied! Organizational Citizenship Behaviors Satisfaction influences OCB through perceptions of fairness. Customer Satisfaction Satisfied frontline employees increase customer satisfaction and loyalty. Absenteeism Satisfied employees are moderately less likely to miss work.

    More Outcomes of Job Satisfaction


    Turnover
    Satisfied employees are less likely to quit. Many moderating variables in this relationship.

    Economic environment and tenure Workplace Deviance Dissatisfied workers are more likely to unionize, abuse substances, steal, and withdraw.

    Managerial Implications
    Managers should watch employee attitudes: They give warnings of potential problems They influence behavior Managers should try to increase job satisfaction and

    generate positive job attitudes


    Reduces costs by lowering turnover, absenteeism,

    tardiness, theft, and increasing OCB

    Focus on the intrinsic parts of the job: make work

    challenging and interesting


    Pay is not enough

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