Ob12_03in.ppt

Chapter

THREE

Attitudes and Job Satisfaction

© 2007 Prentice Hall Inc. All rights reserved.

Attitudes Attitudes Attitudes Evaluative statements or judgments concerning objects, people, or events

Cognitive Component The opinion or belief segment of an attitude ex my salary is low

Affective Component The emotional or feeling segment of an attitude ex I am paid low.

Behavioral Component An intention to behave in a certain way toward someone or something © 2007 Prentice Hall Inc. All rights reserved.

The The Theory Theory of of Cognitive Cognitive Dissonance Dissonance Cognitive Dissonance Any incompatibility between two or more attitudes or between behavior and attitudes Individuals seek to reduce this gap, or “dissonance”

Desire Desireto toreduce reducedissonance dissonancedepends dependson: on: ••Importance Importanceofofelements elementscreating creatingdissonance dissonance ••Degree Degreeofofindividual individualinfluence influenceover overelements elements ••Rewards Rewardsinvolved involvedinindissonance dissonance

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Measuring Measuring the the A-B A-B Relationship Relationship Recent research indicates that attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account.

A

B

Moderating ModeratingVariables Variables ••Importance Importanceofofthe theattitude attitude ••Specificity Specificityofofthe theattitude attitude ••Accessibility Accessibilityofofthe theattitude attitude ••Social Socialpressures pressureson onthe theindividual individual ••Direct Directexperience experiencewith withthe theattitude attitude © 2007 Prentice Hall Inc. All rights reserved.

Self-Perception Self-Perception Theory Theory Attitudes are used after the fact to make sense out of an action that has already occurred. And,

B

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A!

Types Types of of Attitudes Attitudes Job Satisfaction A collection of positive and/or negative feelings that an individual holds toward his or her job

Job Involvement Identifying with the job, actively participating in it, and considering performance important to self-worth

Organizational Commitment Identifying with a particular organization and its goals, and wishing to maintain membership in the organization (Affective, Normative, and Continuance Commitment) © 2007 Prentice Hall Inc. All rights reserved.

Types Types of of Attitudes, Attitudes, cont’d cont’d Perceived Organizational Support (POS) Degree to which employees feel the organization cares about their well-being

Employee Engagement An individual’s involvement with, satisfaction with, and enthusiasm for the organization

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An An Application: Application: Attitude Attitude Surveys Surveys Attitude Surveys Eliciting responses from employees through questionnaires about how they feel about their jobs, work groups, supervisors, and the organization

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Attitudes Attitudes and and Workforce Workforce Diversity Diversity  Training activities that can reshape employee attitudes concerning diversity: – Participating in diversity training that provides for selfevaluation and group discussions – Volunteer work in community and social serve centers with individuals of diverse backgrounds

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Job Job Satisfaction Satisfaction  Measuring Job Satisfaction – Single global rating – Summation score

 How Satisfied Are People in Their Jobs? – In general, people are satisfied with their jobs. – Depends on facets of satisfaction—tend to be less satisfied with pay and promotion opportunities

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Causes Causes of of Job Job Satisfaction Satisfaction

 Pay influences job satisfaction only to a point. – After about $40,000 a year, there is no relationship between amount of pay and job satisfaction.

 Personality can influence job satisfaction. – Negative people are usually not satisfied with their jobs.

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How How Employees Employees Can Can Express Express Dissatisfaction Dissatisfaction Exit

Voice

Behavior directed toward leaving the organization

Active and constructive attempts to improve conditions

Loyalty

Neglect

Passively waiting for conditions to improve

Allowing conditions to worsen

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The The Effect Effect of of Job Job Satisfaction Satisfaction on on Employee Employee Performance Performance  Satisfaction and Productivity – Satisfied workers are more productive AND more productive workers are more satisfied! – Worker productivity is higher in organizations with more satisfied workers.

 Satisfaction and Absenteeism – Satisfied employees have fewer avoidable absences.

 Satisfaction and Turnover – Satisfied employees are less likely to quit. – Organizations take actions to retain high performers and to weed out lower performers.

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Job Job Satisfaction Satisfaction and and OCB OCB  Satisfaction and OCBs – Satisfied employees who feel fairly treated by and are trusting of the organization are more willing to engage in behaviors that go beyond the normal expectations of their job.

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Job Job Satisfaction Satisfaction and and Customer Customer Satisfaction Satisfaction  Satisfaction and Customer Satisfaction – Satisfied workers provide better customer service.

 Satisfied employees increase customer satisfaction because: – They are more friendly, upbeat, and responsive. – They are less likely to turnover, which helps build longterm customer relationships. – They are experienced.

 Dissatisfied customers increase employee job dissatisfaction.

© 2007 Prentice Hall Inc. All rights reserved.

Chapter Chapter Check-up: Check-up: Attitudes Attitudes In general, when we think of attitudes and organizations, we think of:

1. Job Satisfaction

2. Happiness 3. Job Involvement 4. Mood at work 5. Organizational Commitment 6. 1 and 2 7. 1, 3, and 5

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Chapter Chapter Check-up: Check-up: Attitudes Attitudes Ernesto is the known as the Donut Hut King—every day he brings donuts and coffee to the office for everyone. He says it helps everyone think more clearly! Ernesto is demonstrating:

1. Job satisfaction 2. Organizational citizenship behavior 3. Productivity 4. Job involvement 5. Conscientiousness

Write down three things someone could do at work that would constitute an OCB. Compare your list with a neighbor’s. © 2007 Prentice Hall Inc. All rights reserved.