OB - Chapter 3 - Attitudes & Job Satisfaction

Organizational
3
Behavior
Robbins and Judge
Chapter
Attitudes and Job
Satisfaction
Copyright © 2013 Pearson Education 3-1

Chapter 3 Learning Objectives
After studying this chapter you should be able to:

 Contrast the three components of an attitude.
 Summarize the relationship between attitudes and behavior.
 Compare and contrast the major job attitudes.
 Define job satisfaction and show how it can be measured.
 Summarize the main causes of job satisfaction.
 Identify four employee responses to dissatisfaction.

Contrast the Three
LO 1 Components of an Attitude
Evaluative statements or judgments concerning objects,
people, or events
Three components of an attitude:

Affecti The emotional or
Cognit ve feeling segment
ive
of an attitude
The opinion or
Behavi
belief segment oral
of an attitude An intention to
behave in a certain
way toward someone
Attitude or something
3-3
Copyright © 2013 Pearson Education
Relationship
LO 2 Between Attitudes and Behavior
 The attitudes people hold determine what they do.
 Leon Festinger proposed that cases of attitude following

behavior illustrate the effects of cognitive dissonance.
 Cognitive Dissonance is incompatibility an individual might
perceive between two or more attitudes or between behavior
and attitudes.
 Desire to reduce dissonance depends on:
 Importance of elements
 Degree of individual influence
 Rewards involved in dissonance
3-4
Relationship
LO 2 Between Attitudes and Behavior
 Importance of the attitude
 Its correspondence to behavior Attitude
 Its accessibility
Mitigating Variables
 The presence of social pressure
Predicts
 Whether or not a person has had direct
experience with the behavior
 The attitude/behavior relationship is Behavior
stronger if it refers to something in our
direct personal experience
3-5
Compare and Contrast
LO 3 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
3-6
 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
 Continuance Commitment– economic value of
staying
 Normative– moral or ethical obligations
3-7
 Organizational Commitment (cont)

 Has some relation to performance, especially for new
employees.
 Theoretical models propose that employees who are
committed will be less likely to engage in work
withdrawal even if they are dissatisfied, because they
have a sense of organizational loyalty.
3-8
 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 &
company. 3-9
 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
 Overlap may cause confusion
3-10
Define Job Satisfaction
LO 4 and Show How It Can Be Measured
 Job satisfaction
 A positive feeling about a job resulting from an evaluation
of its characteristics
 Two approaches for measuring Job Satisfaction are

popular:
 The single global rating
 The summation of job facets
3-11
Define Job Satisfaction
LO 4 and Show How It Can Be Measured
Insert Exhibit 3.2
3-12
Summarize the Main
LO 5 Causes of Job Satisfaction
 Pay influences job satisfaction only to a point.

 After about $40,000 per 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.
3-13
Summarize the Main
Insert Exhibit 3-3
3-14
Summarize the Main
Insert Exhibit 3-4
3-15
Summarize the Main
 Personality also plays a role in Job Satisfaction.

 People who have positive core self-evaluations, who
believe in their inner worth and basic competence
are more satisfied with their jobs than those with
negative core self-evaluations.
 Those with negative core self-evaluations set less
ambitious goals and are more likely to give up when
confronting difficulties.

Identify Four Employee
LO 6 Responses to Dissatisfaction
Insert Exhibit 3-5
3-17
Responses to Dissatisfaction
 Job Performance
 Satisfied workers are more productive AND more productive
workers are more satisfied!
 The causality may run both ways.
 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.
3-18
Responses to Dissatisfaction
 Turnover
 Satisfied employees are less likely to quit.
 Many moderating variables in this relationship.
 Economic environment and tenure.
 Organizational actions taken to retain high performers and to
weed out lower performers.
 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.
3-19
Summary and Implications
for Managers
 Satisfied and committed employees have lower rates of
turnover, absenteeism, and withdrawal behaviors.
 Managers will also want to measure job attitudes
effectively so they can tell how employees are reacting to
their work.
 The most important thing managers can do to raise
employee satisfaction is focus on the intrinsic parts of the
job, such as making the work challenging and interesting.
 Although paying employees poorly will likely not attract
high-quality employees to the organization or keep high
performers, managers should realize that high pay alone
is unlikely to create a satisfying work environment.

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Organizational

Copyright © 2013 Pearson Education 3-1

After studying this chapter you should be able to:

 Summarize the relationship between attitudes and behavior.

 Compare and contrast the major job attitudes.

 Define job satisfaction and show how it can be measured.

 Summarize the main causes of job satisfaction.

 Identify four employee responses to dissatisfaction.

Copyright © 2013 Pearson Education 3-2

Three components of an attitude:

 Leon Festinger proposed that cases of attitude following

 Its correspondence to behavior Attitude

 Organizational Commitment (cont)

 Are These Job Attitudes Really Distinct?

 Two approaches for measuring Job Satisfaction are

Insert Exhibit 3.2

 Pay influences job satisfaction only to a point.

Insert Exhibit 3-3

Insert Exhibit 3-4

 Personality also plays a role in Job Satisfaction.

Copyright © 2013 Pearson Education 3-16

Insert Exhibit 3-5

 Organizational Citizenship Behaviors

Copyright © 2013 Pearson Education 3-20

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