MGT 201 - Chapter 03 - SHZ

MGT 201 : CHAPTER 03 Attitudes and Job
satisfaction
BEFORE STARTING THE CHAPTER!!
An ideal chapter for conceptual questions!
Prepare yourself accordingly!

ATTITUDES
a way of thinking or feeling about someone or something, typically
one that is reflected in a person's behavior.
Attitudes are evaluative statements—either favorable or

unfavorable—about objects, people, or events.
They reflect how we feel about something. Attitudes influence our

behavior.
“I like my job,” I am expressing my attitude about work.
In order to fully understand attitudes, we must consider their fundamental

properties or components.
THE MAIN COMPONENTS OF ATTITUDES
Cognitive Component : a description of or belief in the way things are
It sets the stage for the more critical part of an attitude that is
affective component
Affective Component: Affect is the emotional or feeling segment of an
attitude and is reflected on belief affect can lead to behavioral
outcomes
Behavioral Component : describes an intention to behave in a certain
way toward someone or something
EXAMPLE :
The statement “My pay is low” is the cognitive component of an
attitude
“I am angry over how little I’m paid.”
“I’m going to look for another job that pays better.”

In this example, an employee didn’t get a promotion he thought he
deserved;
a co-worker got it instead. The employee’s attitude toward his
supervisor is illustrated as follows:
the employee thought he deserved the promotion (cognition),
he strongly dislikes his supervisor (affect),
and he is looking for another job (behavior).
As we’ve noted, although we often think cognition causes affect, which
then causes behavior,
in reality these components are often difficult to separate.
A friend of yours has consistently argued that the quality of U.S. cars isn’t
up to that of imports and that he’d never own anything but a Japanese or
German car. But his dad gives him a late-model Ford Mustang, and
suddenly he says U.S. cars aren’t so bad.
Did you ever notice how people change what they say so it doesn’t
contradict what they do? Give us some example.
COGNITIVE DISSONANCE
The state of having inconsistent thoughts, beliefs, or attitudes,
especially as relating to behavioral decisions and attitude change.
any incompatibility an individual might perceive between behavior

and attitudes.
COGNITIVE DISSONANCE
Have you ever used phones while crossing roads?

Do you support this?
MAJOR JOB ATTITUDES
Major job attitudes Other job attitudes
Job satisfaction Perceived Organizational support
Job involvement Employee engagement
Organizational commitment
JOB SATISFACTION
A positive feeling regarding job resulting from an evaluation of its

characteristics.
JOB INVOLVEMENT
Job Involvement refers to the psychological and emotional extent to
which someone participates in his/her work, profession, and company.
The degree to which an employee is engaged in and enthusiastic

about performing their work
It measures the degree to which people relate psychologically with

their job and consider their perceived performance levels important to
their self-worth
JOB INVOLVEMENT
High job involvement is also related to reduced absences and lower
resignation rates
Another closely related concept is psychological empowerment
psychological empowerment : employees’ beliefs in the degree to

which they influence their work environment, their competence, their
perceived autonomy
Think about: What can you do as a manager to increase job

involvement of your employees?
ORGANIZATIONAL COMMITMENT
The degree to which an employee identifies or can relate with a
particular organization and its goals and wishes to maintain
membership in the organization.
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.
On the other hand, employees who are not committed, who feel less
loyal to the organization, will tend to show lower levels of creative
performance and attendance at work.
Example ??????
Suppose, Mr John of BRAC Bank was diagnosed with leukemia.
Managing Director and 470 fellow employees covered all his medical
expenses by raising fund and stayed in touch with him throughout his
recovery.
What Mr. John will feel about BRAC Bank?
PERCEIVED ORGANIZATIONAL SUPPORT
Perceived organizational support (POS) is the degree to which employees
believe the organization values their contribution and cares about their
well-being
For example, an employee believes his organization would accommodate

him if he had a child care problem or would forgive an honest mistake on
his part
Research shows that people perceive their organization as supportive
when rewards are deemed fair, when employees have a voice in
decisions, and when they see their supervisors as supportive.
Employees with strong POS perceptions have been found more likely
to have higher levels of organizational citizenship behaviors, lower
levels of tardiness, and better customer service
EMPLOYEE ENGAGEMENT
A new concept is employee engagement , an individual’s involvement
with, satisfaction with, and enthusiasm for the work she does
Highly engaged employees have a passion for their work and feel a
deep connection to their company
To evaluate engagement, we might ask employees whether they have
access to resources and opportunities to learn new skills, whether they
feel their work is important and meaningful, and whether interactions
with coworkers and supervisors are rewarding.
Factors responsible for high employee engagement????????
EMPLOYEE ENGAGEMENT
The two top reasons for job engagement that participants in one study
gave recently were:
(1) having a good manager they enjoy working for and
(2) feeling appreciated by their supervisor.
Are these job attitudes discussed so far really all that distinct?
DOES MORE MONEY MEAN MORE SATISFACTION?
JOB SATISFACTION: MEASURING JOB
SATISFACTION
Two approaches are popular.
The single global rating is a response to
one question, such as “All things considered, how satisfied are you with
your job?” Respondents circle a number between 1 and 5 on a scale
from “highly satisfied” to “highly dissatisfied.”
The second method, the summation of job facets, is more sophisticated.
It identifies key elements in a job such as the nature of the work,
supervision, present pay, promotion opportunities, and relationships
with co-workers. Respondents rate these on a standardized scale, and
researchers add the ratings to create an overall job satisfaction score.
WHICH COUNTRY HAS MORE SATISFACTION
AVERAGE JOB SATISFACTION LEVEL BY FACETS
WHAT CAUSES JOB SATISFACTION
Job Conditions:
provide training, variety, independence and control
Interdependence, feedback, social support, and interaction with
coworkers outside the workplace
Managers/Supervisors also play a big role
Personality:
People who have positive core self-evaluations (CSEs) are more
satisfied
WHAT CAUSES JOB SATISFACTION
Pay:
Pay does correlate with job satisfaction and overall happiness
for many people, but the effect can be smaller once an individual
reaches a standard level of comfortable living. Check Exhibit 3-5
Money does motivate us. What motivates us is not necessarily the
same as what makes us happy.
Corporate Social Responsibility:
Employees whose personal values fit with the organization’s CSR
mission are often more satisfied.
The next generation of employees is seeking out employers that are
focused on the triple bottom line: people, planet, and revenue,” said
Susan Cooney, founder of philanthropy firm Givelocity
OUTCOME OF JOB SATISFACTION/ IMPACT
OF SATISFIED EMPLOYEES
Job Performance
Happy workers are more likely to be productive workers.
Organizational Citizenship behavior (OCB)
Evidence suggests job satisfaction is moderately correlated with OCB
People who are more satisfied with their jobs are more likely to
engage in OCB
Customer Satisfaction
Employee satisfaction has a direct effect on customer satisfaction.
Life Satisfaction
Research in Europe indicated that job satisfaction is positively
correlated with life satisfaction
THE IMPACT OF SATISFIED AND DISSATISFIED
EMPLOYEES ON THE WORKPLACE :IMPACT OF
DISSATISFIED EMPLOYEES :
What happens when employees like their jobs, and when they dislike
their jobs?
One theoretical model—the exit–voice–loyalty–neglect framework—
is helpful in understanding the consequences of dissatisfaction.
This model illustrates the framework’s four responses, which differ
along two dimensions: constructive/destructive and active/passive. The
responses are as follows:
THE IMPACT OF SATISFIED AND DISSATISFIED
EMPLOYEES ON THE WORKPLACE
Impact of dissatisfied employees :
● Exit. The exit response directs behavior toward leaving the
organization, including looking for a new position as well as resigning.
● Voice. The voice response includes actively and constructively
attempting to improve conditions, including suggesting improvements,
discussing problems with superiors, and undertaking some forms of
union activity.
● Loyalty. The loyalty response means passively but optimistically
waiting for conditions to improve, including speaking up for the
organization in the face of external criticism and trusting the
organization and its management to “do the right thing.”
● Neglect. The neglect response passively allows conditions to worsen
and includes chronic absenteeism or lateness, reduced effort, and
increased error rate.
COUNTERPRODUCTIVE WORK BEHAVIOR
(CWB)
Substance abuse, stealing at work, undue socializing, gossiping,
absenteeism, and tardiness.
CWBs Is also known as??????
In addition to vocational misfit (being in the wrong line of work), lack
of fit with the organization (working in the wrong kind of
organizational culture) also predicts CWBs
We are influenced toward CWB by the norms of our immediate
work environment
CWB can, furthermore, be a response to abusive supervision from
managers
SUMMARY AND MANAGERIAL
IMPLICATIONS
Managers should watch employee attitudes:
 They give warnings of potential problems
 They influence behavior
Managers should try to increase job satisfaction and generate positive

job attitudes
 Reduces costs by lowering turnover, absenteeism, tardiness, theft, and increasing
OCB
Focus on the intrinsic parts of the job: make work challenging and
interesting
 Pay is not enough

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MGT 201 : CHAPTER 03 Attitudes and Job

Prepare yourself accordingly!

Attitudes are evaluative statements—either favorable or

They reflect how we feel about something. Attitudes influence our

In order to fully understand attitudes, we must consider their fundamental

“I am angry over how little I’m paid.”

“I’m going to look for another job that pays better.”

any incompatibility an individual might perceive between behavior

Have you ever used phones while crossing roads?

Job satisfaction Perceived Organizational support

Job involvement Employee engagement

A positive feeling regarding job resulting from an evaluation of its

The degree to which an employee is engaged in and enthusiastic

It measures the degree to which people relate psychologically with

Another closely related concept is psychological empowerment

psychological empowerment : employees’ beliefs in the degree to

Think about: What can you do as a manager to increase job

Employees who are committed will be less likely to engage in work

For example, an employee believes his organization would accommodate

Managers should try to increase job satisfaction and generate positive

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