北师1上-第一单元-文具

AttitudesandJobSatisfaction30AttitudesandJobSatisfactionChapterLearningObjectivesAfterstudyingthischapter,youshouldbeableto:Contrastthethreecomponentsofanattitude.Summarizetherelationshipbetweenattitudesandbehavior.Compareandcontrastthemajorjobattitudes.Definejobsatisfactionandshowhowitcanbemeasured.Summarizethemaincausesofjobsatisfaction.Identifyfouremployeeresponsestodissatisfaction.ShowwhetherjobsatisfactionisarelevantconceptincountriesotherthantheUnitedStates.1Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallChapterLearningObjectivesAft2Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall2Copyright©2011PearsonEdu3Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall3Copyright©2011PearsonEdu4Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall4Copyright©2011PearsonEduAttitudesEvaluativestatementsorjudgmentsconcerningobjects,people,oreventsThreecomponentsofanattitude:TheemotionalorfeelingsegmentofanattitudeTheopinionorbeliefsegmentofanattitudeAnintentiontobehaveinacertainwaytowardsomeoneorsomethingSeeEXHIBIT3–15Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallAttitudesEvaluativestatementsDoesBehaviorAlwaysFollowfromAttitudes?LeonFestinger–No,thereverseissometimestrue!CognitiveDissonance:AnyincompatibilitybetweentwoormoreattitudesorbetweenbehaviorandattitudesIndividualsseektoreducethisuncomfortablegap,ordissonance,toreachstabilityandconsistencyConsistencyisachievedbychangingtheattitudes,modifyingthebehaviors,orthroughrationalizationDesiretoreducedissonancedependson:ImportanceofelementsDegreeofindividualinfluenceRewardsinvolvedindissonance6Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallDoesBehaviorAlwaysFollowfrModeratingVariablesThemostpowerfulmoderatorsoftheattitude-behaviorrelationshipare:ImportanceoftheattitudeCorrespondencetobehaviorAccessibilityExistenceofsocialpressuresPersonalanddirectexperienceoftheattitudeModeratingVariables7Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallModeratingVariablesThemostPredictingBehaviorfromAttitudesImportantattitudeshaveastrongrelationshiptobehavior.Thecloserthematchbetweenattitudeandbehavior,thestrongertherelationship:SpecificattitudespredictspecificbehaviorGeneralattitudespredictgeneralbehaviorThemorefrequentlyexpressedanattitude,thebetterpredictoritis.Highsocialpressuresreducetherelationshipandmaycausedissonance.Attitudesbasedonpersonalexperiencearestrongerpredictors.?8Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallPredictingBehaviorfromAttitWhataretheMajorJobAttitudes?JobSatisfactionApositivefeelingaboutthejobresultingfromanevaluationofitscharacteristicsJobInvolvementDegreeofpsychologicalidentificationwiththejobwhereperceivedperformanceisimportanttoself-worthPsychologicalEmpowermentBeliefinthedegreeofinfluenceoverthejob,competence,jobmeaningfulness,andautonomy9Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallWhataretheMajorJobAttitudAnotherMajorJobAttitudeOrganizationalCommitmentIdentifyingwithaparticularorganizationanditsgoals,whilewishingtomaintainmembershipintheorganization.Threedimensions:Affective–emotionalattachmenttoorganizationContinuanceCommitment–economicvalueofstayingNormative–moralorethicalobligationsHassomerelationtoperformance,especiallyfornewemployees.Lessimportantnowthaninthepast–nowperhapsmoreofanoccupationalcommitment,loyaltytoprofessionratherthanagivenemployer.10Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallAnotherMajorJobAttitudeOrgaAndYetMoreMajorJobAttitudes…PerceivedOrganizationalSupport(POS)Degreetowhichemployeesbelievetheorganizationvaluestheircontributionandcaresabouttheirwell-being.Higherwhenrewardsarefair,employeesareinvolvedindecisionmaking,andsupervisorsareseenassupportive.HighPOSisrelatedtohigherOCBsandperformance.EmployeeEngagementThedegreeofinvolvementwith,satisfactionwith,andenthusiasmforthejob.Engagedemployeesarepassionateabouttheirworkandcompany.11Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallAndYetMoreMajorJobAttitudAreTheseJobAttitudesReallyDistinct?No:theseattitudesarehighlyrelated.Variablesmayberedundant(measuringthesamethingunderadifferentname)Whilethereissomedistinction,thereisalsoalotofoverlap.Bepatient,OBresearchersareworkingonit!12Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallAreTheseJobAttitudesReallyJobSatisfactionOneoftheprimaryjobattitudesmeasured.Broadterminvolvingacomplexindividualsummationofanumberofdiscretejobelements.Howtomeasure?Singleglobalrating(onequestion/oneanswer)-BestSummationscore(manyquestions/oneaverage)-OKArepeoplesatisfiedintheirjobs?IntheU.S.,yes,butthelevelappearstobedropping.Resultsvarybyemployeefacetsofthejob.Payandpromotionarethemostproblematicelements.SeeEXHIBIT3–213Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallJobSatisfactionOneofthepriPayinfluencesjobsatisfactiononlytoapoint.Afterabout$40,000peryear(intheU.S.),thereisnorelationshipbetweenamountofpayandjobsatisfaction.Moneymaybringhappiness,butnotnecessarilyjobsatisfaction.Personalitycaninfluencejobsatisfaction.Negativepeopleareusuallynotsatisfiedwiththeirjobs.Thosewithpositivecoreself-evaluationaremoresatisfiedwiththeirjobs.CausesofJobSatisfactionSeeEXHIBIT3–314Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallPayinfluencesjobsatisfactioEmployeeResponsestoDissatisfactionSeeEXHIBIT3–4ActivePassiveConstructiveDestructive15Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallEmployeeResponsestoDissatisOutcomesofJobSatisfactionJobPerformanceSatisfiedworkersaremoreproductiveANDmoreproductiveworkersaremoresatisfied!Thecausalitymayrunbothways.OrganizationalCitizenshipBehaviorsSatisfactioninfluencesOCBthroughperceptionsoffairness.CustomerSatisfactionSatisfiedfrontlineemployeesincreasecustomersatisfactionandloyalty.AbsenteeismSatisfiedemployeesaremoderatelylesslikelytomisswork.16Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallOutcomesofJobSatisfactionJoMoreOutcomesofJobSatisfactionTurnoverSatisfiedemployeesarelesslikelytoquit.Manymoderatingvariablesinthisrelationship.EconomicenvironmentandtenureOrganizationalactionstakentoretainhighperformersandtoweedoutlowerperformersWorkplaceDevianceDissatisfiedworkersaremorelikelytounionize,abusesubstances,steal,betardy,andwithdraw.Despitetheoverwhelmingevidenceoftheimpactofjobsatisfactiononthebottomline,mostmanagersareeitherunconcernedaboutoroverestimateworkersatisfaction.!17Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallMoreOutcomesofJobSatisfact GlobalImplicationsIsJobSatisfactionaU.S.Concept?No,butmostoftheresearchsofarhasbeenintheU.S.AreEmployeesinWesternCulturesMoreSatisfiedWithTheirJobs?WesternworkersappeartobemoresatisfiedthanthoseinEasterncultures.PerhapsbecauseWesternersemphasizepositiveemotionsandindividualhappinessmorethandothoseinEasterncultures.SeeEXHIBIT3–518Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall GlobalImplicationsSeeEXHSummaryandManagerialImplicationsManagersshouldwatchemployeeattitudes:TheygivewarningsofpotentialproblemsTheyinfluencebehaviorManagersshouldtrytoincreasejobsatisfactionandgeneratepositivejobattitudesReducescostsbyloweringturnover,absenteeism,tardiness,theft,andincreasingOCBFocusontheintrinsicpartsofthejob:makeworkchallengingandinterestingPayisnotenough19Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallSummaryandManagerialImplica如何提高员工工作满意度20Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall如何提高员工工作满意度20Copyright©201121Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall21Copyright©2011PearsonEd22Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall22Copyright©2011PearsonEd23Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall23Copyright©2011Pea