chapter 3 attitude job satisfaction.pptx

Copyright © 2015 Pearson Education Ltd.

Chapter 3: Attitudes and Job Satisfaction

3-1


Contrast the Three Components of an Attitude

Attitudes are evaluative statements – either favorable or unfavorable – about objects, people, or events.

They reflect how we feel about something.

LO 1

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Contrast the Three Components of an Attitude

LO 1

3-3


Summarize the Relationship Between Attitudes and Behavior

Early research: the attitudes that people hold determine what they do.

Festinger proposed that cases of attitude following behavior illustrate the effects of cognitive dissonance. Cognitive dissonance is any incompatibility an

individual might perceive between two or more attitudes or between behavior and attitudes.

Research has generally concluded that people seek consistency among their attitudes and between their attitudes and their behavior.

LO 2

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Summarize the Relationship Between Attitudes and Behavior

Attitude

predicts

Behavior

Mitig

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g V

aria

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s

LO 2

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Moderating Variables: Importance of the attitude Its correspondence to behavior Its accessibilityThe presence of social pressuresWhether a person has direct experience with the attitude

The attitude-behavior relationship is likely to be much stronger if an attitude refers to something with which we have direct personal experience.


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 EmpowermentBelief in the degree of influence over one’s job,

competence, job meaningfulness, and autonomy.

LO 3

3-6

Compare and Contrast the Major Job Attitudes


Organizational Commitment Identifying with a particular organization and its

goals and wishing to maintain membership in the organization.

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.

LO 3

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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.

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Employee Engagement The degree of involvement with, satisfaction with,

and enthusiasm for the job. Engaged employees are passionate about their

work and company.

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Are these job attitudes really all that distinct? No, these attitudes are highly related; and while

there is some distinction, there is also a lot of overlap that may cause confusion.

Recent research identifies employees as being Enthusiastic stayers Reluctant stayers Enthusiastic leavers Reluctant leavers

LO 3

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Define Job Satisfaction and Show How It Can Be Measured LO 4

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Define Job Satisfaction 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.

LO 4

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How satisfied are people in their jobs? Over the last 30 years, employees in the U.S. and

most developed countries have generally been satisfied with their jobs. With the recent economic downturn, more workers

are less satisfied. Satisfaction levels differ depending on the facet

involved. Employees in Western cultures have higher levels of

job satisfaction as compared to employees in Eastern cultures.



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3-15


Summarize the Main Causes of Job Satisfaction

What causes job satisfaction? Research shows that job satisfaction is correlated

with life satisfaction. Pay influences job satisfaction only to a point. 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.

LO 5

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Summarize the Main Causes of Job Satisfaction

LO 5

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Identify Four Employee Responses to Dissatisfaction

LO 6

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More specific outcomes of job satisfaction include: Job Satisfaction and Job Performance

Happy workers are more likely to be productive workers. Job Satisfaction and OCB

People who are more satisfied with their jobs are more likely to engage in OCB.

Job Satisfaction and Customer SatisfactionSatisfied employees increase customer satisfaction and

loyalty. Job Satisfaction and Absenteeism

There is a consistent negative relationship between satisfaction and absenteeism, but it is moderate to weak.

LO 6

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Job Satisfaction and Turnover A pattern of lowered job satisfaction is a predictor of

possible intent to leave. Job Satisfaction and Workplace Deviance

If employees don’t like their work environment, they’ll respond somehow.

Managers Often “Don’t Get It” Many managers are unconcerned about employee job

satisfaction. Others overestimate how satisfied employees are with their

jobs, so they don’t think there’s a problem when there is one.

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Implications for ManagersPay attention to your employees’ job satisfaction levels as

determinants of their performance, turnover, absenteeism, and withdrawal behaviors.

Measure employee job attitudes objectively and at regular intervals in order to determine how employees are reacting to their work.

To raise employee satisfaction, evaluate the fit between the employee’s work interests and the intrinsic parts of his/her job to create work that is challenging and interesting to the individual.

Consider the fact that high pay alone is unlikely to create a satisfying work environment. 3-21

chapter 3 attitude job satisfaction.pptx

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behavior early research

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cognitive component

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