Attitudes and Job Satisfaction

1.

Essentials of Organizational Behavior
Fifteenth Edition
Chapter 3
Attitudes and Job
Satisfaction
Copyright © 2022, 2018, 2016 Pearson Education, Inc. All Rights Reserved.

2.

Attitudes
Learning Objective 3.1
• Attitudes: evaluative statements – either
favorable or unfavorable – concerning objects,
people, or events
– Reflect how one feels about something
Copyright © 2022, 2018, 2016 Pearson Education, Inc. All Rights Reserved.

3.

The Components of an Attitude (Exhibit 3-1)
Copyright © 2022, 2018, 2016 Pearson Education, Inc. All Rights Reserved.

4.

Attitudes and Behavior
Learning Objective 3.2
• The most powerful moderators of the attitudebehavior relationships are:
– Importance
– Correspondence to behavior
– Accessibility
– Social pressures
– Direct personal experience
• Knowing attitudes helps predict behavior
Copyright © 2022, 2018, 2016 Pearson Education, Inc. All Rights Reserved.

5.

Attitudes and Behavior (1 of 2)
• Cognitive dissonance: any inconsistency
between two or more attitudes, or between
behavior and attitudes
– Individuals seek to minimize dissonance
Copyright © 2022, 2018, 2016 Pearson Education, Inc. All Rights Reserved.

6.

Attitudes and Behavior (2 of 2)
• Desire to reduce dissonance is determined by:
– The importance of the elements creating the
dissonance
– The degree of influence the individual believes he or
she has over the elements
– The rewards that may be involved in dissonance
Copyright © 2022, 2018, 2016 Pearson Education, Inc. All Rights Reserved.

7.

Job Satisfaction and Job Involvement
Learning Objective 3.3
• Job satisfaction
– A positive feeling about the job
• Job involvement
– Degree to which people psychologically identify with
their jobs
• Psychological empowerment
– Beliefs in the degree of influence over the job,
competence on the job, autonomy, and job
meaningfulness
Copyright © 2022, 2018, 2016 Pearson Education, Inc. All Rights Reserved.

8.

Organizational Commitment
• Organizational commitment
– The degree to which an employee identifies with a
particular organization and its goals and wishes to
maintain membership in the organization
Copyright © 2022, 2018, 2016 Pearson Education, Inc. All Rights Reserved.

9.

Perceived Organizational Support
• Perceived organizational support
– The degree to which employees believe the
organization values their contributions and cares about
their well-being
– The influence of power distance
Copyright © 2022, 2018, 2016 Pearson Education, Inc. All Rights Reserved.

10.

Employee Engagement
• Employee engagement
– The degree of enthusiasm an employee feels for the
job
– High cost of disengagement
– Affect on organizational outcomes
Copyright © 2022, 2018, 2016 Pearson Education, Inc. All Rights Reserved.

11.

How Do I Measure Job Satisfaction?
Learning Objective 3.4
• Measuring job satisfaction:
1. Single global rating method
Only a few general questions
Remarkably accurate
2. Summation score method
Identifies key elements in the job and asks for specific feeling
about them
Copyright © 2022, 2018, 2016 Pearson Education, Inc. All Rights Reserved.

12.

Average Job Satisfaction Levels by Facet
(Exhibit 3-2)
Copyright © 2022, 2018, 2016 Pearson Education, Inc. All Rights Reserved.

13.

Average Levels of Employee Job
Satisfaction by Country (Exhibit 3-3)
Copyright © 2022, 2018, 2016 Pearson Education, Inc. All Rights Reserved.

14.

What Causes Job Satisfaction?
Learning Objective 3.5
• Job Conditions
• Personality
• Pay
• Corporate Social Responsibility (CSR)
Copyright © 2022, 2018, 2016 Pearson Education, Inc. All Rights Reserved.

15.

Job Conditions
• The intrinsic nature of the work itself
• Social interactions
• Supervision
– Big role
Copyright © 2022, 2018, 2016 Pearson Education, Inc. All Rights Reserved.

16.

Personality
• Positive core self-evaluations (CSEs)
– Believe in their inner worth and basic competence
Copyright © 2022, 2018, 2016 Pearson Education, Inc. All Rights Reserved.

17.

Pay
• Pay
– after individual reaches a level of comfortable living,
the effect can be smaller
Copyright © 2022, 2018, 2016 Pearson Education, Inc. All Rights Reserved.

18.

Corporate Social Responsibility
• Corporate Social Responsibility (CSR)
– an organization’s self-regulated actions to benefit
society or the environment beyond legal requirements
– it’s good for the planet and good for people
Copyright © 2022, 2018, 2016 Pearson Education, Inc. All Rights Reserved.

19.

Outcomes of Job Satisfaction
Learning Objective 3.6
• Better job and organizational performance
• Better organizational citizenship behaviors
• Greater levels of customer satisfaction
• Improved life satisfaction
Copyright © 2022, 2018, 2016 Pearson Education, Inc. All Rights Reserved.

20.

The Impact of Job Dissatisfaction
Learning Objective 3.7
• Exit: directs behavior toward leaving the
organization
• Voice: includes actively and constructively
attempting to improve conditions
• Loyalty: passively but optimistically waiting for
conditions to improve
• Neglect: passively allows conditions to worsen
Copyright © 2022, 2018, 2016 Pearson Education, Inc. All Rights Reserved.

21.

Counterproductive Work Behavior
• Counterproductive Work Behavior (CWB)
– Actions that actively damage the organization
– deviant behavior in the workplace, or simply withdrawal
behavior
– Job dissatisfaction predicts CWB
• Absenteeism
• Turnover
Copyright © 2022, 2018, 2016 Pearson Education, Inc. All Rights Reserved.

22.

Managers Often “Don’t Get It”
• Job satisfaction can impact the bottom line
• Be careful of overestimating job satisfaction
Copyright © 2022, 2018, 2016 Pearson Education, Inc. All Rights Reserved.

23.

Implications for Managers
• Remember that an employee’s job satisfaction level is the best
single predictor of behavior.
• Pay 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 the 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.
Copyright © 2022, 2018, 2016 Pearson Education, Inc. All Rights Reserved.