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AttitudesandJobSatisfactionChapter
THREEAttitudesandJobSatisfactionAttitudesAttitudesEvaluativestatementsorjudgmentsconcerningobjects,people,oreventsAffectiveComponentTheemotionalorfeelingsegmentofanattitudeCognitiveComponentTheopinionorbeliefsegmentofanattitudeBehavioralComponentAnintentiontobehaveinacertainwaytowardsomeoneorsomething©2007PrenticeHallInc.Allrightsreserved.AttitudesAttitudesAffectiveCoTheTheoryofCognitiveDissonanceDesiretoreducedissonancedependson:
ImportanceofelementscreatingdissonanceDegreeofindividualinfluenceoverelementsRewardsinvolvedindissonanceCognitiveDissonanceAnyincompatibilitybetweentwoormoreattitudesorbetweenbehaviorandattitudesIndividualsseektoreducethisgap,or“dissonance”
©2007PrenticeHallInc.Allrightsreserved.TheTheoryofCognitiveDissonMeasuringtheA-BRelationship Recentresearchindicatesthatattitudes(A)significantlypredictbehaviors(B)whenmoderatingvariablesaretakenintoaccount.ModeratingVariablesImportanceoftheattitudeSpecificityoftheattitudeAccessibilityoftheattitudeSocialpressuresontheindividualDirectexperiencewiththeattitudeAB©2007PrenticeHallInc.Allrightsreserved.MeasuringtheA-BRelationshipSelf-PerceptionTheoryAttitudesareusedafterthefacttomakesenseoutofanactionthathasalreadyoccurred.BA!And,©2007PrenticeHallInc.Allrightsreserved.Self-PerceptionTheoryAttitudeTypesofAttitudes JobInvolvement Identifyingwiththejob,activelyparticipatinginit,andconsideringperformanceimportanttoself-worth
OrganizationalCommitment Identifyingwithaparticularorganizationanditsgoals,andwishingtomaintainmembershipintheorganization(Affective,Normative,andContinuanceCommitment)
JobSatisfaction
Acollectionofpositiveand/ornegativefeelingsthatanindividualholdstowardhisorherjob
©2007PrenticeHallInc.Allrightsreserved.TypesofAttitudes JobInvolveTypesofAttitudes,cont’d EmployeeEngagement
Anindividual’sinvolvementwith,satisfactionwith,andenthusiasmfortheorganization PerceivedOrganizationalSupport(POS)
Degreetowhichemployeesfeeltheorganizationcaresabouttheirwell-being
©2007PrenticeHallInc.Allrightsreserved.TypesofAttitudes,cont’d EmAnApplication:AttitudeSurveysAttitudeSurveysElicitingresponsesfromemployeesthroughquestionnairesabouthowtheyfeelabouttheirjobs,workgroups,supervisors,andtheorganization©2007PrenticeHallInc.Allrightsreserved.AnApplication:AttitudeSurveAttitudesandWorkforceDiversityTrainingactivitiesthatcanreshapeemployeeattitudesconcerningdiversity:Participatingindiversitytrainingthatprovidesforself-evaluationandgroupdiscussionsVolunteerworkincommunityandsocialservecenterswithindividualsofdiversebackgrounds©2007PrenticeHallInc.Allrightsreserved.AttitudesandWorkforceDiversJobSatisfactionMeasuringJobSatisfactionSingleglobalratingSummationscoreHowSatisfiedArePeopleinTheirJobs?Ingeneral,peoplearesatisfiedwiththeirjobs.Dependsonfacetsofsatisfaction—tendtobelesssatisfiedwithpayandpromotionopportunities©2007PrenticeHallInc.Allrightsreserved.JobSatisfactionMeasuringJobCausesofJobSatisfactionPayinfluencesjobsatisfactiononlytoapoint.Afterabout$40,000ayear,thereisnorelationshipbetweenamountofpayandjobsatisfaction.Personalitycaninfluencejobsatisfaction.Negativepeopleareusuallynotsatisfiedwiththeirjobs.©2007PrenticeHallInc.Allrightsreserved.CausesofJobSatisfaction©20HowEmployeesCanExpressDissatisfactionExitBehaviordirectedtowardleavingtheorganizationVoiceActiveandconstructiveattemptstoimproveconditionsNeglectAllowingconditionstoworsenLoyaltyPassivelywaitingforconditionstoimprove©2007PrenticeHallInc.Allrightsreserved.HowEmployeesCanExpressDissTheEffectofJobSatisfactiononEmployeePerformanceSatisfactionandProductivitySatisfiedworkersaremoreproductiveANDmoreproductiveworkersaremoresatisfied!Workerproductivityishigherinorganizationswithmoresatisfiedworkers.SatisfactionandAbsenteeismSatisfiedemployeeshavefeweravoidableabsences.SatisfactionandTurnoverSatisfiedemployeesarelesslikelytoquit.Organizationstakeactionstoretainhighperformersandtoweedoutlowerperformers.©2007PrenticeHallInc.Allrightsreserved.TheEffectofJobSatisfactionJobSatisfactionandOCBSatisfactionandOCBsSatisfiedemployeeswhofeelfairlytreatedbyandaretrustingoftheorganizationaremorewillingtoengageinbehaviorsthatgobeyondthenormalexpectationsoftheirjob.©2007PrenticeHallInc.Allrightsreserved.JobSatisfactionandOCBSatisfJobSatisfactionandCustomerSatisfactionSatisfactionandCustomerSatisfactionSatisfiedworkersprovidebettercustomerservice.Satisfiedemployeesincreasecustomersatisfactionbecause:Theyaremorefriendly,upbeat,andresponsive.Theyarelesslikelytoturnover,whichhelpsbuildlong-termcustomerrelationships.Theyareexperienced.Dissatisfiedcustomersincreaseemployeejobdissatisfaction.©2007PrenticeHallInc.Allrightsreserved.JobSatisfactionandCustomer
Ingeneral,whenwethinkofattitudesandorganizations,wethinkof:
1.
JobSatisfaction2.Happiness3.JobInvolvement4.Moodatwork5.OrganizationalCommitment6.1and27.1,3,and5ChapterCheck-up:Attitudes Ingeneral,whenwethinkof
ErnestoistheknownastheDonutHutKing—everydayhebringsdonutsandcoffeetotheofficeforeveryone.Hesaysithelpseveryonethinkmoreclearly!Ernestoisdemonstrating:JobsatisfactionOrganizationalcitizenshipbehaviorProductivityJobinvolvementConscientiousnessChapterCheck-up:AttitudesWritedownthreethingssomeonecoulddoatworkthatwouldconstituteanOCB.Compareyourlistwithaneighbor’s. ErnestoistheknownastheDAttitudesandJobSatisfactionChapter
THREEAttitudesandJobSatisfactionAttitudesAttitudesEvaluativestatementsorjudgmentsconcerningobjects,people,oreventsAffectiveComponentTheemotionalorfeelingsegmentofanattitudeCognitiveComponentTheopinionorbeliefsegmentofanattitudeBehavioralComponentAnintentiontobehaveinacertainwaytowardsomeoneorsomething©2007PrenticeHallInc.Allrightsreserved.AttitudesAttitudesAffectiveCoTheTheoryofCognitiveDissonanceDesiretoreducedissonancedependson:
ImportanceofelementscreatingdissonanceDegreeofindividualinfluenceoverelementsRewardsinvolvedindissonanceCognitiveDissonanceAnyincompatibilitybetweentwoormoreattitudesorbetweenbehaviorandattitudesIndividualsseektoreducethisgap,or“dissonance”
©2007PrenticeHallInc.Allrightsreserved.TheTheoryofCognitiveDissonMeasuringtheA-BRelationship Recentresearchindicatesthatattitudes(A)significantlypredictbehaviors(B)whenmoderatingvariablesaretakenintoaccount.ModeratingVariablesImportanceoftheattitudeSpecificityoftheattitudeAccessibilityoftheattitudeSocialpressuresontheindividualDirectexperiencewiththeattitudeAB©2007PrenticeHallInc.Allrightsreserved.MeasuringtheA-BRelationshipSelf-PerceptionTheoryAttitudesareusedafterthefacttomakesenseoutofanactionthathasalreadyoccurred.BA!And,©2007PrenticeHallInc.Allrightsreserved.Self-PerceptionTheoryAttitudeTypesofAttitudes JobInvolvement Identifyingwiththejob,activelyparticipatinginit,andconsideringperformanceimportanttoself-worth
OrganizationalCommitment Identifyingwithaparticularorganizationanditsgoals,andwishingtomaintainmembershipintheorganization(Affective,Normative,andContinuanceCommitment)
JobSatisfaction
Acollectionofpositiveand/ornegativefeelingsthatanindividualholdstowardhisorherjob
©2007PrenticeHallInc.Allrightsreserved.TypesofAttitudes JobInvolveTypesofAttitudes,cont’d EmployeeEngagement
Anindividual’sinvolvementwith,satisfactionwith,andenthusiasmfortheorganization PerceivedOrganizationalSupport(POS)
Degreetowhichemployeesfeeltheorganizationcaresabouttheirwell-being
©2007PrenticeHallInc.Allrightsreserved.TypesofAttitudes,cont’d EmAnApplication:AttitudeSurveysAttitudeSurveysElicitingresponsesfromemployeesthroughquestionnairesabouthowtheyfeelabouttheirjobs,workgroups,supervisors,andtheorganization©2007PrenticeHallInc.Allrightsreserved.AnApplication:AttitudeSurveAttitudesandWorkforceDiversityTrainingactivitiesthatcanreshapeemployeeattitudesconcerningdiversity:Participatingindiversitytrainingthatprovidesforself-evaluationandgroupdiscussionsVolunteerworkincommunityandsocialservecenterswithindividualsofdiversebackgrounds©2007PrenticeHallInc.Allrightsreserved.AttitudesandWorkforceDiversJobSatisfactionMeasuringJobSatisfactionSingleglobalratingSummationscoreHowSatisfiedArePeopleinTheirJobs?Ingeneral,peoplearesatisfiedwiththeirjobs.Dependsonfacetsofsatisfaction—tendtobelesssatisfiedwithpayandpromotionopportunities©2007PrenticeHallInc.Allrightsreserved.JobSatisfactionMeasuringJobCausesofJobSatisfactionPayinfluencesjobsatisfactiononlytoapoint.Afterabout$40,000ayear,thereisnorelationshipbetweenamountofpayandjobsatisfaction.Personalitycaninfluencejobsatisfaction.Negativepeopleareusuallynotsatisfiedwiththeirjobs.©2007PrenticeHallInc.Allrightsreserved.CausesofJobSatisfaction©20HowEmployeesCanExpressDissatisfactionExitBehaviordirectedtowardleavingtheorganizationVoiceActiveandconstructiveattemptstoimproveconditionsNeglectAllowingconditionstoworsenLoyaltyPassivelywaitingforconditionstoimprove©2007PrenticeHallInc.Allrightsreserved.HowEmployeesCanExpressDissTheEffectofJobSatisfactiononEmployeePerformanceSatisfactionandProductivitySatisfiedworkersaremoreproductiveANDmoreproductiveworkersaremoresatisfied!Workerproductivityishigherinorganizationswithmoresatisfiedworkers.SatisfactionandAbsenteeismSatisfiedemployeeshavefeweravoidableabsences.SatisfactionandTurnoverSatisfiedemployeesarelesslikelytoquit.Organizationstakeactionstoretainhighperformersandtoweedoutlowerperformers.©2007PrenticeHallInc.Allrightsreserved.TheEffectofJobSatisfactionJobSatisfactionandOCBSatisfactionandOCBsSatisfiedemployeeswhofeelfairlytreatedbyandaretrustingoftheorganizationaremorewillingtoengageinbehaviorsthatgobeyondthenormalexpectationsoftheirjob.©2007PrenticeHallInc.Allrightsreserved.JobSatisfactionandOCB
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