1、on ATTITUDES and JOB SATISFACTIONAN INTRODUCTION TOORGANIZATIONAL BEHAVIORBy: Stephen Robbins & Timothy JudgePrepared by:GREGAR DONAVEN E. VALDEHUEZA, MBALourdes College InstructorLearning Objectives:Contrast the three components of an attitudeIdentify the role consistency plays in attitudesSummariz

2、e the relationship between attitudes and behaviorDiscuss similarities and differences between job satisfaction and the other job attitudes discussedSummarize the main causes of job satisfactionIdentify four employee responses to dissatisfactionATTITUDESevaluative statements (either favorable or unfa

3、vorable) concerning objects, people, or events.reflect how one feels about something.ex: “I like my job.”Six questions that will help understand attitude:What are the main components of attitudes?How consistent are attitudes?Does behavior always follow after attitudes?What are the major job attitude

4、s?How are employee attitudes measured?What is the importance of attitudes to workplace diversity?the components of attitudesCognitive = evaluationMy superior gave a promotion to a coworker who deserved it less than me. My supervisor is unfair.Affective = feelingI dislike my supervisor!Behavioral = a

5、ctionIm looking for other work; Ive complained about my supervisor to anyone who would listen.Negative attitude toward supervisorCognitive component of an attitudeThe opinion or belief segment of an attitudeAffective component of an attitudeThe emotional or feeling segment of an attitudeBehavioral c

6、omponent of an attitudeAn intention to behave in a certain way toward someone or somethingSix questions that will help understand attitude:What are the main components of attitudes?How consistent are attitudes?Does behavior always follow after attitudes?What are the major job attitudes?How are emplo

7、yee attitudes measured?What is the importance of attitudes to workplace diversity? Research has generally concluded that people seek consistency among their attitudes and between their attitudes and their behavior. This means that individuals seek to reconcile divergent attitudes and align their att

8、itudes and behavior so they appear rational and consistent.ex: a certain college girl believes that sororities are good and that pledging a sorority is important. If she fails to make a sorority, however, she may say, “I recognized that sorority life isnt all good anyway.”When there is inconsistency

9、, forces are initiated to return the individual to an equilibrium state in which attitudes and behavior are again consistent. This can be done by altering either the attitudes or the behavior, or by developing a rationalization for the discrepancy.Cognitive Dissonance (Leon Festinger)Any incompatibi

10、lity between two or more attitudes or between behavior and attitudes.Determinants in coping dissonance proposed by Festinger:Importance of the elements creating the dissonance.Influence the individual believes he/she has over the elements.Rewards that may be involved in dissonance.Six questions that

11、 will help understand attitude:What are the main components of attitudes?How consistent are attitudes?Does behavior always follow after attitudes?What are the major job attitudes?How are employee attitudes measured?What is the importance of attitudes to workplace diversity?Early research on attitude

12、s assumed that they were causally related to behavior; that is, the attitudes that people hold determine what they do.However, in the late 1960s, this assumed relationship between attitudes and behavior was challenged by a review of the research. Based on an evaluation of a number of studies that in

13、vestigated the attitude-behavior relationship, the reviewer concluded that attitudes were unrelated to behavior or, at best, only slightly related.More recent research has demonstrated that attitudes significantly predict future behavior and confirmed Festingers original belief that the relationship

14、 can be enhanced by taking moderating variables into account.The most powerful moderators of the attitude-behavior relationship have been found to be:Importance of the attitude (fundamental values, self-interest, identification with the individuals/groups that a person values)Its specificityIts acce

15、ssibilitywhether there exist:Social pressuresDirect experiencemoderating variablesself-perception theorySelf-perception argues that attitudes are used after the fact to make sense out of an action that has already occurred rather than as devices that precede and guide action.- attitudes are used aft

16、er the fact to make sense out of an action that has already occurred.Six questions that will help understand attitude:What are the main components of attitudes?How consistent are attitudes?Does behavior always follow after attitudes?What are the major job attitudes?How are employee attitudes measure

17、d?What is the importance of attitudes to workplace diversity?Job satisfactionA positive feeling about ones job resulting from an evaluation of its characteristics.Job involvementThe degree to which a person identifies with a job, actively participates in it, and considers performance important to se

18、lf-worth.Closely related concept is psychological empowerment which is employees belief in the degree to which they impact their work environment, their competence, the meaningfulness of their job, and the perceived autonomy in their work.Organizational commitmentThe degree to which an employee iden

19、tifies with a particular organization and its goals and wishes to maintain membership in the organization.Three separate dimensions:Affective commitment an emotional attachment to the organization and a belief in its values.Continuance commitment the perceived economic value of remaining with an org

20、anization compared to leaving it.Normative commitment an obligation to remain with the organization for moral or ethical reasons.Other job attitudes:Perceived Organizational Support (POS) the degree to which employees believe the organization values their contribution and cares about their well-bein

21、g.Employee engagement an individuals involvement with, satisfaction with, and enthusiasm for the work they do.Six questions that will help understand attitude:What are the main components of attitudes?How consistent are attitudes?Does behavior always follow after attitudes?What are the major job att

22、itudes?How are employee attitudes measured?What is the importance of attitudes to workplace diversity?attitude surveysEliciting responses from employees through questionnaires on how they feel about their jobs, work groups, supervisors, and the organization.employee behaviors are based on perception

23、s, not reality.Six questions that will help understand attitude:What are the main components of attitudes?How consistent are attitudes?Does behavior always follow after attitudes?What are the major job attitudes?How are employee attitudes measured?What is the importance of attitudes to workplace div

24、ersity?Diversity ProgramsAlmost all include a self-evaluation phasePeople are pressed to examine themselves and to confront ethic and cultural stereotypes they might hold.Participants typically take part in group discussions or panels with representatives from diverse groupsArranging for people to d

25、o volunteer work in community or social service centersIn order to meet face to face with individuals and groups from diverse backgrounds and using exercises that let participants feel what its like to be different.JOB SATISFACTIONA positive feeling about ones job resulting from an evaluation of its

26、 characteristics.measuring job satisfactiona persons job is more than just the obvious activities of shuffling papers, writing programming code, waiting on customers, or driving a truck. Jobs require interaction with coworkers and bosses, following organizational rules and policies, meeting performa

27、nce standards, living with working conditions that are often less than ideal, and the like.Single global ratingIs a method nothing more than asking individuals to respond to one question, such as “All things considered, how satisfied are you with your job?”Summation of job facetsMore sophisticated m

28、ethod. It identifies key elements in a job and asks for the employees feelings about each. Typical factors that would be included are the nature of the work, supervision, present pay, promotion opportunities, and relations with coworkers. how satisfied are people in their jobs?people are on average

29、satisfied with their jobs overall, with the work itself, and with their supervisors and coworkers. However, they tend to be less satisfied with their pay and with promotion opportunities.what causes job satisfaction?the major job satisfaction facets (work itself, pay, advancement opportunities, supe

30、rvision, coworkers), enjoying the work itself is almost always the facet most strongly correlated with high levels of overall job satisfaction.how about personality?personality plays a role. Research has shown that people who have a negative personality are usually less satisfied with their jobs.how

31、 about pay? people who are poor or who live in poor countries, pay does correlate with job satisfaction and with overall happiness. But once an individual reaches a level of comfortable living, the relationship virtually disappears.What motivates us is not necessarily the same as what makes us happy

32、.the impact of dissatisfied and satisfied employees on the workplaceExitDissatisfaction expressed through behavior directed toward leaving the organization.VoiceDissatisfaction expressed through active and constructive attempts to improve conditions.LoyaltyDissatisfaction expressed by passively wait

33、ing for conditions to improve.NeglectDissatisfaction expressed through allowing conditions to worsen.Exit and neglect behaviors encompass our performance variables (productivity, absenteeism, and turnover).Voice and loyalty are constructive behaviors that allow individuals to tolerate unpleasant sit

34、uations or to revive satisfactory working conditions.responses to job dissatisfactionNEGLECTLOYALTYEXITVOICEDestructiveConstructivePassiveActivejob satisfaction & job performanceWhen satisfaction and productivity data are gathered for the organization as a whole, we find that organizations with more

35、 satisfied employees tend to be more effective than organizations with fewer satisfied employees.job satisfaction & organizational citizenship behavior (OCB)Satisfied employees would seem more likely to talk positively about the organization, help others, and go beyond the normal expectations in their job. More recent evidence however, suggests that satisfaction influenc