Scribd Logo
Upload

Welcome to Scribd!

  • 31 views

    Lec 3: Attitudes and Job Satisfaction: ORSC 201 - Organizational Behaviour DR Faiza Ali SDSB

    Uploaded by

    Lodhi Ismail
    The document discusses attitudes and job satisfaction, explaining that attitudes have cognitive, affective, and behavioral components and can predict behavior depending on moderating variables; it then focuses on job satisfaction as a major job attitude, exploring its causes, outcomes, and implications for management in increasing satisfaction to reduce costs and improve performance.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd

    Lec 3: Attitudes and Job Satisfaction: ORSC 201 - Organizational Behaviour DR Faiza Ali SDSB

    Uploaded by

    Lodhi Ismail
    31 views17 pages
    The document discusses attitudes and job satisfaction, explaining that attitudes have cognitive, affective, and behavioral components and can predict behavior depending on moderating variables; it then focuses on job satisfaction as a major job attitude, exploring its causes, outcomes, and implications for management in increasing satisfaction to reduce costs and improve performance.

    Original Title

    Lec+3-+Attitude+and+Job+Satisfaction

    Copyright

    © © All Rights Reserved

    Available Formats

    PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    The document discusses attitudes and job satisfaction, explaining that attitudes have cognitive, affective, and behavioral components and can predict behavior depending on moderating variables; it then focuses on job satisfaction as a major job attitude, exploring its causes, outcomes, and implications for management in increasing satisfaction to reduce costs and improve performance.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    31 views17 pages

    Lec 3: Attitudes and Job Satisfaction: ORSC 201 - Organizational Behaviour DR Faiza Ali SDSB

    Uploaded by

    Lodhi Ismail
    The document discusses attitudes and job satisfaction, explaining that attitudes have cognitive, affective, and behavioral components and can predict behavior depending on moderating variables; it then focuses on job satisfaction as a major job attitude, exploring its causes, outcomes, and implications for management in increasing satisfaction to reduce costs and improve performance.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 17

    Lec

    3: Attitudes and Job


    Satisfaction
    ORSC 201 - Organizational Behaviour
    Dr Faiza Ali
    SDSB
    Attitudes
    Evaluative statements or judgments concerning
    objects, people, or events
    Three components of an attitude:
    The emotional or
    Cognitive Affective
    feeling segment
    The opinion or of an attitude
    belief segment of Behavioral

    an attitude
    An intention to behave
    in a certain way toward
    someone or something
    Attitude
    Does Behavior Always Follow from
    Attitudes?
    • 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
    – Consistency is achieved by changing the attitudes,
    modifying the behaviors, or through rationalization
    Moderating Variables

    Attitudes Predict Behavior

    Moderating Variables

    3-3
    Predicting Behavior from Attitudes
    – Important attitudes have a strong relationship to
    behavior.
    – The closer the match between attitude and
    behavior, the stronger the relationship:
    – The more frequently expressed an attitude, the
    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
    • Job Involvement
    • Psychological
    Empowerment

    3-5
    Another Major Job Attitude
    • Organizational Commitment
    – Identifying with a particular organization and its
    goals, while wishing to maintain membership in
    the organization.
    – Has some relation to performance, especially for
    new employees.
    – Less important now than in the past – now perhaps
    more of an occupational commitment, loyalty to
    profession rather than a given employer.

    3-6
    And Yet More Major Job Attitudes…

    • Perceived Organizational Support (POS)


    – Degree to which employees believe the
    organization values their contribution and cares
    about their well-being.
    • Employee Engagement
    – The degree of involvement with, satisfaction with,
    and enthusiasm for the job.

    3-7
    Are These Job Attitudes Really
    Distinct?
    • No: these attitudes
    are highly related.
    • Variables may be
    redundant (measuring
    the same thing under
    a different name)
    • While there is some
    distinction, there is
    also a lot of overlap.

    Be patient, OB researchers are working on it!

    3-8
    Job Satisfaction
    • One of the primary job attitudes measured.
    – Broad term involving a complex individual
    summation of a number of discrete job elements.
    • How to measure?
    – Single global rating (one question/one answer)
    – Summation score (many questions/one average)
    • Are people satisfied in their jobs?
    – In India, yes. Seventy-one percent of Indian
    employees surveyed are satisfied with their jobs.

    3-9
    Causes of Job Satisfaction
    • Pay influences job satisfaction only to a point.
    – Money may bring happiness, but not necessarily
    job satisfaction.

    • Personality can influence job satisfaction.


    – Those with positive core self-evaluation are more
    satisfied with their jobs.
    • https://www.chronicle.com/article/Why-Don-
    t-Professors-Make/242329
    Employee Responses to Dissatisfaction
    Active

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

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

    Passive
    Outcomes of Job Satisfaction
    • Job Performance
    • Organizational Citizenship Behaviors
    • Customer Satisfaction
    • Absenteeism

    3-13
    More Outcomes of Job Satisfaction
    • Turnover
    – Satisfied employees are less likely to quit.
    • Workplace Deviance
    – Dissatisfied workers are more likely to unionize, abuse
    substances, steal, be tardy, and withdraw.

    Despite the overwhelming evidence of the impact


    of job satisfaction on the bottom line, most
    managers are either unconcerned about or
    overestimate worker satisfaction.
    Global Implications

    • Are Employees in Some Cultures More


    Satisfied With Their Jobs?
    – According to some studies, Western workers
    appear to be more satisfied than those in Eastern
    cultures..
    – Another study showed that Indian employees
    rated their satisfaction higher than other
    employees in the Asia-Pacific region.
    Summary and 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

    You might also like