Friend 3
Friend 3
Friend 3
ATTITUDES
The emotional or feeling Cognitive segment of an Affective attitude The opinion or belief
segment Behavioral of an attitude An intention to behave in a certain way toward someone
Attitude or something
Moderating Variables
The most powerful moderators of the attitude-behavior relationship are: Importance of the
attitude-reflects fundamental values, self interest or identification with groups or individuals
have strong relation with behaviour
Correspondence to behavior- closer the attitude and behaviour, stronger the relationship
Accessibility - the more we talk, the more we remember and more its effect on behaviour
Existence of social pressures- in accord with the attitude facilitates expression and vice versa
Cognitive Dissonance:
Any incompatibility between two or more attitudesor between behavior and attitudes.
Individuals seek to reduce this uncomfortable gap, or dissonance, to reach stability and
consistency.
The stronger the dissonance, the greater the urge to reduce it or actively avoid situations and
information that create awareness of dissonance existing.
Consistency is achieved:
or through rationalization
Closer the match between attitude & behavior, stronger the relationship:
High social pressures reduce the relationship and may cause dissonance.
Ø Recent research indicates that attitudes (A)significantly predict behaviors (B) whenmoderating
variables are taken into account.Moderating Variables• Importance of the attitude• Specificity of
the attitude• Accessibility of the attitude• Social pressures on the individual• Direct experience
with the attitudeModerating Variables• Importance of the attitude• Specificity of the attitude•
Accessibility of the attitude• Social pressures on the individual• Direct experience with the
attitude
Job Satisfaction
A positive feeling about the job resulting from an evaluation of its characteristics
Job Involvement
Belief in the degree of influence over the job, competence, job meaningfulness, and
autonomy.
Identifying with a particular organization and its goals, while wishing to maintain membership
in the organization.
Three dimensions:
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.
Employee Engagement The degree of involvement with, satisfaction with, and enthusiasm
for the job. Engaged employees are passionate about their work and company.
JOB SATISFACTION
The term JOB SATISFACTION is a positive feeling about ones job resulting from an evaliation of its
characteristics."
It means a person with a high level of job satisfaction holds means a person with a high level of
job satisfaction holds positive feelings about the job while other person have dissatisfaction
holds negative feelings about his job.
A pleasurable emotional state resulting from the appraisal of one’s job; an affective reaction to
one’s job; and an attitude towards one’s job.
Job satisfaction is significant because a person's attitude and beliefs may affect his or her
behavior. Attitudes and beliefs may cause a person to work harder or work less. Job satisfaction
also impacts a person's general well being for the simple reason that people spend a good part
of the day at work. Consequently, a person's dissatisfaction with work could lead to
dissatisfaction in other areas of life.
ØEmployee performance:
A link does exist between job satisfaction and job performance; however, it is not as strong as
one would like to believe. The weak link may be attributed to factors such as job structure or
economic conditions. For example, some jobs are designed so that a minimum level of
performance is required providing no scope for greater satisfaction. moreover, in times of high
unemployment, dissatisfied employees will perform well, choosing unsatisfying work over
unemployment.
ØEmployee absenteeism:
It is likely that a satisfied worker may miss work due to illness or personal matters, while an
unsatisfied worker may not miss work because he or she does not have any sick time and cannot
afford the loss of income. When people are satisfied with their job they are more likely to attend
work even if they have a cold; however, if they are not satisfied with their job, they would be
more likely to call in sick even when they are well enough to work.
- how much one values a given facet of work (e.g. the degree of autonomy in a position)
moderates how satisfied/dissatisfied one becomes when expectations are/aren’t met
After about $40,000 a year (in the U. S.), there is no relationship between amount
of pay and job satisfaction.
Those with positive core self-evaluation are more satisfied with their jobs.
• Behavior
• Active and directed toward constructive leaving the attempts to organization improve
conditions Destructive Constructive Neglect Loyalty
• Allowing
Ø Satisfaction and Organizational CitizenshipBehavior (OCB)– Satisfied employees who feel fairly
treated by and aretrusting of the organization are more willing to engagein behaviors that go
beyond the normal expectations oftheir job.
Job Performance
Satisfied workers are more productive AND more productive workers are more satisfied!
Ø Satisfied employees increase customersatisfaction because:– They are more friendly, upbeat,
and responsive.– They are less likely to turnover which helps build long-term customer
relationships.– They are experienced.
Absenteeism
Turnover
Workplace Deviance
Dissatisfied workers are more likely to unionize, abuse substances, steal, and withdraw.
Øjob characteristics:
Job characteristics approach research has revealed that the nature of an individual’s job or the
characteristics of the organization predominantly determines job satisfaction . A job
characteristic is an aspect of a job that generates ideal conditions for high levels of motivation,
satisfaction, and performance. Furthermore, five core job characteristics that all jobs should
contain: skill variety, task identity, task significance, autonomy, and feedback. They also defined
four personal and work outcomes: internal work motivation, growth satisfaction, general
satisfaction, and work effectiveness which have been added to the more popular dimensions of
job satisfaction assessment: the work itself, pay, promotional opportunities, supervision, and co-
worker relations.
A common premise in research of the effects of job circumstances on job satisfaction is that
individuals assess job satisfaction by comparing the current receivables from the job with what
they believe they should receive (Jex, 2002). For example, if an employee receiving an annual
salary of $45,000 believes that he or she should be receiving a salary of $43,000, then he or she
will experience satisfaction; however, if the employee believes that he or she should be receiving
$53,000, then he or she will feel dissatisfied. This comparison would apply to each job facet
including: skill level, seniority, promotional opportunities, supervision, etc.
Based mainly on Social Comparison Theory, explains that during social information processing,
employees look to co-workers to make sense of and develop attitudes about their work
environment. In other words, if employees find their co-workers positive and satisfied then they
will most likely be satisfied; however, if their co-workers are negative and dissatisfied then the
employee will most likely become dissatisfied. New hires may become “tainted” during the
socialization process if placed around employees who are dissatisfied . Although laboratory
studies have found that social information has a prevailing impact on job satisfaction and
characteristic perceptions, organizational tests have been less supportive.
Internal disposition is the crux of the latest method of explaining job satisfaction which hints
some people being inclined to be satisfied or dissatisfied with their work irrespective of the
nature of the job or the organizational environment . More simply put, some people are
genetically positive in disposition (the glass half full), whereas others are innately negative in
disposition (the glass half empty). For instance, a study of twins who were reared apart (same
genetic characteristics but different experiences) found that 30 percent of inconsistency in
satisfaction was accredited to genetic factors . Although individuals change jobs and employers,
individual disposition has been shown to be consistent by the use of survey results on job
satisfaction . Additionally, adolescent evaluations of affective disposition were correlated with
adult job satisfaction as many as forty years later.
Several years of research have been conducted on the dispositional source of job satisfaction,
and have presented strong evidence that job satisfaction, to some extent, is based on disposition
. Dispositional affect is the predisposition to experience related emotional moods over time .
Accordingly, this approach assumes that an employee’s attitude about his or her job originates
from an internal (mental) state. Positive affect is a predisposition favorable to positive emotional
experience, whereas negative affect is a predisposition to experience a wide array of negative
emotions . Positive affective people feel enthusiastic, active, alert and optimistic while negative
affective people feel anger, contempt, disgust, guilt, fear and nervousness .
MANAGERIAL IMPLICATIONS
Managers should try to increase job satisfaction and generate positive job attitudes
Reduces costs by lowering turnover, absenteeism, tardiness, theft, and increasing OCB
Jurgensen, C. E. (1978). Job preferences (What makes a job good or bad?). Journal of Applied
Kohler, S. S., & Mathieu, J. E. (1993). An examination of the relationship between affective
reactions,