org bhr lecture 3

7/29/2019 Org Bhr Lecture 3

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C H A P T E R 3 : ATTITUDES A N D J O B S A T I S F A C T I O N

3-0

Robbins & Judge

Organizational Behavior13th Edition

By: Faiza Amir


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Attitudes3-1

Evaluative statements or judgmentsconcerning objects, people, or events.

Three components of an attitude:

Cognitive The opinion or belief segment of anattitude

Affective The emotional or feeling segment ofan attitude

Behavioral An intention to behave in a certainway toward someone or something


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Evaluative statements eitherfavorable orunfavorable concerning objects, people or events

Attitudes reflect how one feels

about something

Attitudes


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People seek consistency among their attitudesand between their attitudes and their

behavior

When there is an inconsistency, the individual mayalter either the attitudes or behavior, or develop arationalization for the discrepancy.

Consistency of Attitudes


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The view that behavior influences

attitudes

Argues that attitudes are used after the factto make sense out of an action that hasalready occurred rather than as devices thatprecede and guide action.

Tend to infer attitude from behavior whenyou have had few experiences regarding anissue.

Self-Perception Theory


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What Are the Major Job Attitudes?3-5

Job SatisfactionA positive feeling about the job resulting from an

evaluation of its characteristics.

Job InvolvementDegree of psychological identification with the

job where perceived performance is important toself-worth.

Psychological Empowerment Belief in the degree of influence over the job,

competence, job meaningfulness, and autonomy.


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Another Major Job Attitude3-6

Organizational CommitmentIdentifying with a particular organization and its goals,

while wishing to maintain membership in theorganization.

Three dimensions:Affective emotional attachment to organization Continuance Commitment economic value of staying Normative moral or ethical obligations

Has some relation to performance, especially for newemployees.

Less important now than in past now perhaps more ofoccupational commitment, loyalty to profession ratherthan to a given employer.


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And Yet More Major Job Attitudes3-7

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 involvedin decision-making, and supervisors are seen assupportive.

High POS is related to higher OCBs and performance.

Employee Engagement

The degree of involvement, satisfaction with, andenthusiasm for the job. Engaged employees are passionate about their work

and company.


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Are These Job Attitudes ReallyDistinct?

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No: these attitudes are highly related.

Variables may be redundant (measuring thesame thing under a different name).

While there is some distinction, there is also a lot

of overlap.


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Job Satisfaction3-9

One of the primary job attitudes measured.

Broad term involving a complex individual summation of anumber of discrete job elements.

How to measure? Single global rating (one question/one answer) - Best

Summation score (many questions/one average) - OK

Are people satisfied in their jobs?

In the U. S., yes, but the level appears to be dropping. Results depend on how job satisfaction is measured.

Pay and promotion are the most problematic elements.


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Causes of Job Satisfaction3-10

Pay influences job satisfaction only to a point.

After about $40,000 a year (in the U. S.), there is norelationship between amount of pay and job satisfaction.

Money may bring happiness, but not necessarily job

satisfaction.

Personality can influence job satisfaction. Negative people are usually not satisfied with their jobs.

Those with positive core self-evaluation are more satisfied

with their jobs.


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Employee Responses to Dissatisfaction3-11

Exit Behavior directed toward leaving the

organization

VoiceActive and constructive attempts to

improve conditions

NeglectAllowing conditions to worsen

Loyalty Passively waiting for conditions to

improve


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Outcomes of Job Satisfaction3-12

Job Performance

Satisfied workers are more productive AND more productiveworkers are more satisfied!

The causality may run both ways.

Organizational Citizenship Behaviors

Satisfaction influences OCB through perceptions offairness.

Customer Satisfaction

Satisfied frontline employees increase customer satisfactionand loyalty.

Absenteeism Satisfied employees are moderately less likely to miss work.


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More Outcomes of JobSatisfaction

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Turnover Satisfied employees are less likely to quit. Many moderating variables in this relationship.Economic environment and tenure.Organizational actions taken to retain high

performers and to weed out lower performers.Workplace Deviance Dissatisfied workers are more likely to unionize, abuse

substances, steal, be tardy, and withdraw.

Despite the overwhelming evidence of the impact ofjob satisfaction on the bottom line, most managers

are either unconcernedabout or overestimateworker satisfaction.


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Does Behavior Always Follow fromAttitudes?3-14

No, the reverse is sometimes true! (Leon Festinger )

Cognitive Dissonance: Any incompatibility between two or more attitudes

or between behavior and attitudes

Individuals seek to reduce this uncomfortable gap, ordissonance, to reach stability and consistency

Consistency is achieved by changing the attitudes,modifying the behaviors, or through rationalization

Desire to reduce dissonance depends on:

Importance of elements

Degree of individual influence

Rewards involved in dissonance


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Moderating Variables3-15

The most powerful moderators of the attitude-behavior relationship are:

Importance of the attitude

Correspondence to behavior

Accessibility Existence of social pressures

Personal and direct experience of the attitude

Attitudes predict behavior, as influenced bymoderating variables.


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Predicting Behavior from Attitudes3-16

Important attitudes have a strong relationship tobehavior.

The closer the match between attitude andbehavior, the stronger the relationship:

Specific attitudes predict specific behaviorGeneral attitudes predict general behavior

The more frequently expressed an attitude, the betterpredictor it is.

High social pressures reduce the relationship and

may cause dissonance.Attitudes based on personal experience are stronger

predictors.


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Global Implications3-17

Is Job Satisfaction a U. S. Concept?No, but most of the research so far has been in the

U.S.

Are Employees in Western Cultures MoreSatisfied With Their Jobs?Western workers appear to be more satisfied than

those in Eastern cultures.

Perhaps because Westerners emphasize positiveemotions and individual happiness more than dothose in Eastern cultures.


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Managerial Implications3-18

Managers should watch employee attitudes They give warnings of potential problems

They influence behavior

Managers should try to increase job satisfactionand generate positive job attitudesReduces costs by lowering turnover, absenteeism,

tardiness, and theft, and increasing OCB

Focus on the intrinsic parts of the job: makework challenging and interesting Pay is not enough

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