Chapter

THREE

Attitudes and Job

Satisfaction

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Attitudes
Attitudes

Attitudes
Evaluative
statements
or
judgments
concerning
objects,
people, or
events.
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Cognitive component
The opinion or belief
segment of an attitude.

Affective Component
The emotional or feeling
segment of an attitude.

Behavioral Component
An intention to behave in a
certain way toward someone or
something.

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
Importanceof
ofelements
elementscreating
creatingdissonance
dissonance
Degree
Degreeof
ofindividual
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.

Moderating
ModeratingVariables
Variables
Importance
Importanceof
ofthe
theattitude
attitude
Specificity
Specificityof
ofthe
theattitude
attitude
Accessibility
Accessibilityof
ofthe
theattitude
attitude
Social
Socialpressures
pressureson
onthe
theindividual
individual
Direct
Directexperience
experiencewith
withthe
theattitude
attitude

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

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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,
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Types
Types of
of Attitudes,
Attitudes, contd.
contd.
Perceived Organizational Support (POS)
Degree to which employees feel the organization cares
about their well-being.
Employee Engagement
An individuals 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 self-evaluation 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 satisfactiontend to be
less satisfied with pay and promotion
opportunities.

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Causes
Causes of
of Job
Job Satisfaction
Satisfaction

Pay only influences Job Satisfaction 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 long-term customer relationships.
They are experienced.

Dissatisfied customers increase employee job

dissatisfaction.
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Chapter Check-Up: 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 Check-Up: 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 neighbors.
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