on ATTITUDES and JOB SATISFACTIONAN INTRODUCTION TOAN INTRODUCTION TOORGANIZATIONAL BEHAVIORORGANIZATIONAL BEHAVIORBy: Stephen Robbins & By: Stephen Robbins & Timothy JudgeTimothy JudgePrepared by:GREGAR DONAVEN E. VALDEHUEZA, MBALourdes College InstructorLearning Objectives:n nContrast the three components of an attitudeContrast the three components of an attituden nIdentify the role consistency plays in attitudesIdentify the role consistency plays in attitudesn nSummarize the relationship between attitudes Summarize the relationship between attitudes and behaviorand behaviorn nDiscuss similarities and differences between Discuss similarities and differences between job satisfaction and the other job attitudes job satisfaction and the other job attitudes discusseddiscussedn nSummarize the main causes of job Summarize the main causes of job satisfactionsatisfactionn nIdentify four employee responses to Identify four employee responses to dissatisfactiondissatisfactionATTITUDES- -evaluative statements (either favorable or unfavorable) concerning objects, people, or events.- -reflect how one feels about something.ex: “I like my job.”Six questions that will help understand attitude:Six questions that will help understand attitude:n nWhat are the main components of attitudes?What are the main components of attitudes?n nHow consistent are attitudes?How consistent are attitudes?n nDoes behavior always follow after attitudes?Does behavior always follow after attitudes?n nWhat are the major job attitudes?What are the major job attitudes?n nHow are employee attitudes measured?How are employee attitudes measured?n nWhat is the importance of attitudes to workplace What is the importance of attitudes to workplace diversity?diversity?the components of attitudesCognitive = evaluationMy superior gave a promotion to a coworker who deserved it less than me. My supervisor is unfair.Affective = feelingI dislike my supervisor!Behavioral = actionIm looking for other work; Ive complained about my supervisor to anyone who would listen.Negative attitude toward supervisorCognitive component of an attitudeThe opinion or belief segment of an The opinion or belief segment of an attitudeattitudeAffective component of an attitudeThe emotional or feeling segment of an The emotional or feeling segment of an attitudeattitudeBehavioral component of an attitudeAn intention to behave in a certain way An intention to behave in a certain way toward someone or somethingtoward someone or somethingSix questions that will help understand attitude:Six questions that will help understand attitude:n nWhat are the main components of attitudes?What are the main components of attitudes?n nHow consistent are attitudes?How consistent are attitudes?n nDoes behavior always follow after attitudes?Does behavior always follow after attitudes?n nWhat are the major job attitudes?What are the major job attitudes?n nHow are employee attitudes measured?How are employee attitudes measured?n nWhat is the importance of attitudes to workplace What is the importance of attitudes to workplace diversity?diversity? Research has generally concluded that people seek Research has generally concluded that people seek consistency among their attitudes and between their consistency among their attitudes and between their attitudes and their behavior.attitudes and their behavior. This means that individuals seek to reconcile This means that individuals seek to reconcile divergent attitudes and align their attitudes and divergent attitudes and align their attitudes and behavior so they appear rational and consistent.behavior so they appear rational and consistent. ex:ex: a certain college girl believes that sororities a certain college girl believes that sororities are good and that pledging a sorority is important. If are good and that pledging a sorority is important. If she fails to make a sorority, however, she may say, “I she fails to make a sorority, however, she may say, “I recognized that sorority life isnt all good anyway.”recognized that sorority life isnt all good anyway.”When there is inconsistency, forces are initiated to When there is inconsistency, forces are initiated to return the individual to an equilibrium state in which return the individual to an equilibrium state in which attitudes and behavior are again consistent. This can attitudes and behavior are again consistent. This can be done by altering either the attitudes or the be done by altering either the attitudes or the behavior, or by developing a rationalization for the behavior, or by developing a rationalization for the discrepancy.discrepancy.Cognitive DissonanceCognitive Dissonance (Leon (Leon FestingerFestinger) ) Any incompatibility between two or more Any incompatibility between two or more attitudes or between behavior and attitudes.attitudes or between behavior and attitudes.Determinants in coping dissonance Determinants in coping dissonance proposed by proposed by FestingerFestinger: :1.1.ImportanceImportance of the elements creating the of the elements creating the dissonance.dissonance.2.2.InfluenceInfluence the individual believes he/she has the individual believes he/she has over the elements.over the elements.3.3.RewardsRewards that may be involved in that may be involved in dissonance.dissonance.Six questions that will help understand attitude:Six questions that will help understand attitude:n nWhat are the main components of attitudes?What are the main components of attitudes?n nHow consistent are attitudes?How consistent are attitudes?n nDoes behavior always follow after attitudes?Does behavior always follow after attitudes?n nWhat are the major job attitudes?What are the major job attitudes?n nHow are employee attitudes measured?How are employee attitudes measured?n nWhat is the importance of attitudes to workplace What is the importance of attitudes to workplace diversity?diversity?Early research on attitudes assumed that they were causally related to behavior; that is, the attitudes that people hold determine what they do.However, in the late 1960s, this assumed relationship between attitudes and behavior was challenged by a review of the research. Based on an evaluation of a number of studies that investigated the attitude-behavior relationship, the reviewer concluded that attitudes were unrelated to behavior or, at best, only slightly related.More recent research has demonstrated that attitudes significantly predict future behavior and confirmed Festingers original belief that the relationship can be enhanced by taking moderating variables into account.The most powerful moderators of the attitude-behavior relationship have been found to be:n nImportanceImportance of the attitude (fundamental of the attitude (fundamental values, self-interest, identification with the values, self-interest, identification with the individuals/groups that a person values)individuals/groups that a person values)n nIts Its specificityspecificityn nIts Its accessibilityaccessibilitywhether there exist:n nSocial pressuresSocial pressuresn nDirect experienceDirect experiencemoderating variablesself-perception theorySelf-perception argues that attitudes are Self-perception argues that attitudes are used after the fact to make sense out of used after the fact to make sense out of an action that has already occurred rather an action that has already occurred rather than as devices that precede and guide than as devices that precede and guide action.action.- attitudes are used after the fact to make sense out of an action that has already occurred.Six questions that will help understand attitude:Six questions that will help understand attitude:n nWhat are the main components of attitudes?What are the main components of attitudes?n nHow consistent are attitudes?How consistent are attitudes?n nDoes behavior always follow after attitudes?Does behavior always follow after attitudes?n nWhat are the major job attitudes?What are the major job attitudes?n nHow are employee attitudes measured?How are employee attitudes measured?n nWhat is the importance of attitudes to workplace What is the importance of attitudes to workplace diversity?diversity?1.1.Job satisfactionA positive feeling about ones job resulting A positive feeling about ones job resulting from an evaluation of its characteristics.from an evaluation of its characteristics.2.2.Job involvementThe degree to which a person identifies with The degree to which a person identifies with a job, actively participates in it, and a job, actively participates in it, and considers performance important to self-considers performance important to self-worth.worth.Closely related concept is Closely related concept is psychological psychological empowermentempowerment which is employees belief which is employees belief in the degree to which they impact their in the degree to which they impact their work environment, their competence, the work environment, their competence, the meaningfulness of their job, and the meaningfulness of their job, and the perceived autonomy in their work.perceived autonomy in their work.3.3.Organizational commitmentThe degree to which an employee identifies The degree to which an employee identifies with a particular organization and its with a particular organization and its goals and wishes to maintain goals and wishes to maintain membership in the organization.membership in the organization.Three separate dimensions:Three separate dimensions:n nAffective commitmentAffective commitment an emotional an emotional attachment to the organization and a belief attachment to the organization and a belief in its values.in its values.n nContinuance commitmentContinuance commitment the perceived the perceived economic value of remaining with an economic value of remaining with an organization compared to leaving it.organization compared to leaving it.n nNormative commitmentNormative commitment an obligation to an obligation to remain with the organization for moral or remain with the organization for moral or ethical reasons.ethical reasons.Other job attitudes:1.1.Perceived Organizational Support Perceived Organizational Support (POS)(POS) the degree to which employees the degree to which employees believe the organization values their believe the organization values their contribution and cares about their well-contribution and cares about their well-being.being.2.2.Employee engagementEmployee engagement an individuals an individuals involvement with, satisfaction with, and involvement with, satisfaction with, and enthusiasm for the work they do.enthusiasm for the work they do.Six questions that will help understand attitude:Six questions that will help understand attitude:n nWhat are the main components of attitudes?What are the main components of attitudes?n nHow consistent are attitudes?How consistent are attitudes?n nDoes behavior always follow after attitudes?Does behavior always follow after attitudes?n nWhat are the major job attitudes?What are the major job attitudes?n nHow are employee attitudes measured?How are employee attitudes measured?n nWhat is the importance of attitudes to workplace What is the importance of attitudes to workplace diversity?diversity?attitude surveys- -Eliciting responses from employees through questionnaires on how they feel about their jobs, work groups, supervisors, and the organization.employee behaviors are based on perceptions, employee behaviors are based on perceptions, not reality.not reality.Six questions that will help understand attitude:Six questions that will help understand attitude:n nWhat are the main components of attitudes?What are the main components of attitudes?n nHow consistent are attitudes?How consistent are attitudes?n nDoes behavior always follow after attitudes?Does behavior always follow after attitudes?n nWhat are the major job attitudes?What are the major job attitudes?n nHow are employee attitudes measured?How are employee attitudes measured?n nWhat is the importance of attitudes to workplace What is the importance of attitudes to workplace diversity?diversity?Diversity ProgramsAlmost all include a self-evaluation Almost all include a self-evaluation phasephase People are pressed to examine themselves and People are pressed to examine themselves and to confront ethic and cultural stereotypes they to confront ethic and cultural stereotypes they might hold.might hold.Participants typically take part in group Participants typically take part in group discussions or panels with discussions or panels with representatives from diverse groupsrepresentatives from diverse groupsArranging for people to do volunteer Arranging for people to do volunteer work in community or social service work in community or social service centerscenters In order to meet face to face with individuals In order to meet face to face with individuals and groups from diverse backgrounds and and groups from diverse backgrounds and using exercises that let participants feel what using exercises that let participants feel what its like to be different.its like to be different.JOB SATISFACTION A positive feeling about ones job resulting from an evaluation of its characteristics.measuring job satisfactiona persons job is more than just the a persons job is more than just the obvious activities of shuffling papers, obvious activities of shuffling papers, writing programming code, waiting on writing programming code, waiting on customers, or driving a truck. Jobs customers, or driving a truck. Jobs require interaction with coworkers and require interaction with coworkers and bosses, following organizational rules and bosses, following organizational rules and policies, meeting performance standards, policies, meeting performance standards, living with working conditions that are living with working conditions that are often less than ideal, and the like.often less than ideal, and the like.n nSingle global ratingn nIs a method nothing more than asking Is a method nothing more than asking individuals to respond to one question, such individuals to respond to one question, such as “All things considered, how satisfied are as “All things considered, how satisfied are you with your job?”you with your job?”n nSummation of job facetsn nMore sophisticated method. It identifies key More sophisticated method. It identifies key elements in a job and asks for the elements in a job and asks for the employees feelings about each. Typical employees feelings about each. Typical factors that would be included are the factors that would be included are the nature of the work, supervision, present nature of the work, supervision, present pay, promotion opportunities, and relations pay, promotion opportunities, and relations with coworkers. with coworkers. how satisfied are people in their jobs?people are on average satisfied with their jobs overall, with the work itself, and with their supervisors and coworkers. However, they tend to be less satisfied with their pay and with promotion opportunities.what causes job satisfaction?the major job satisfaction facets (work the major job satisfaction facets (work itself, pay, advancement opportunities, itself, pay, advancement opportunities, supervision, coworkers), supervision, coworkers), enjoying the enjoying the work itselfwork itself is almost always the facet most is almost always the facet most strongly correlated with high levels of strongly correlated with high levels of overall job satisfaction.overall job satisfaction. how about personality?how about personality?personality plays a role. Research has shown personality plays a role. Research has shown that people who have a negative personality are that people who have a negative personality are usually less satisfied with their jobs.usually less satisfied with their jobs.how about pay? how about pay? people who are poor or who live in poor people who are poor or who live in poor countries, pay does correlate with job satisfaction countries, pay does correlate with job satisfaction and with overall happiness. But once an and with overall happiness. But once an individual reaches a level of comfortable living, individual reaches a level of comfortable living, the relationship virtually disappears.the relationship virtually disappears.What motivates us is not necessarily the same as what What motivates us is not necessarily the same as what makes us happy.makes us happy.the impact of dissatisfied and satisfied employees on the workplacen nExitExitn nDissatisfaction expressed through behavior directed Dissatisfaction expressed through behavior directed toward leaving the organization.toward leaving the organization.n nVoiceVoicen nDissatisfaction expressed through active and Dissatisfaction expressed through active and constructive attempts to improve conditions.constructive attempts to improve conditions.n nLoyaltyLoyaltyn nDissatisfaction expressed by passively waiting for Dissatisfaction expressed by passively waiting for conditions to improve.conditions to improve.n nNeglectNeglectn nDissatisfaction expressed through allowing conditions Dissatisfaction expressed through allowing conditions to worsen.to worsen.ExitExit and and neglectneglect behaviors encompass our behaviors encompass our performance variables (productivity, performance variables (productivity, absenteeism, and turnover).absenteeism, and turnover).VoiceVoice and and loyaltyloyalty are constructive are constructive behaviors that allow individuals to tolerate behaviors that allow individuals to tolerate unpleasant situations or to revive unpleasant situations or to revive satisfactory working conditions.satisfactory working conditions.responses to job dissatisfactionNEGLECTLOYALTYEXITVOICEDestructiveConstructivePassiveActivejob satisfaction & job performanceWhen satisfaction and productivity data are When satisfaction and productivity data are gathered for the organization as a whole, we find gathered for the organization as a whole, we find that organizations with more satisfied employees that organizations with more satisfied employees tend to be more effective than organizations with tend to be more effective than organizations with fewer satisfied employees.fewer satisfied employees.job satisfaction & organizational citizenship behavior (OCB)Satisfied employees would seem more likely to Satisfied employees would seem more likely to talk positively about the organization, help talk positively about the organization, help others, and go beyond the normal expectations others, and go beyond the normal expectations in their job. More recent evidence however, in their job. More recent evidence however, suggests that satisfaction influences OCB, but suggests that satisfaction influences OCB, but through perceptions of fairness.through perceptions of fairness.job satisfaction & customer satisfaction The evidence indicates that satisfied The evidence indicates that satisfied employees increase customer satisfaction and employees increase customer satisfaction and loyalty.loyalty. Dissatisfied customers can increase an Dissatisfied customers can increase an employees job dissatisfaction.employees job dissatisfaction.job satisfaction & absenteeismA consistent negative relationship between A consistent negative relationship between satisfaction and absenteeism, but the correlation satisfaction and absenteeism, but the correlation is moderate to weak.is moderate to weak.job satisfaction & turnoverSatisfaction is also negatively related to turnover, but the Satisfaction is also negatively related to turnover, but the correlation is stronger than what we found for correlation is stronger than what we found for absenteeism. Evidence indicates that an important absenteeism. Evidence indicates that an important moderator of the satisfaction-turnover relationship is the moderator of the satisfaction-turnover relationship is the employees level of performance. Level of satisfaction is employees level of performance. Level of satisfaction is less important in predicting turnover for superior less important in predicting turnover for superior performers.performers.job satisfaction & workplace deviance Job dissatisfaction predicts a lot of specific behaviors, Job dissatisfaction predicts a lot of specific behaviors, including unionization attempts, substance abuse, including unionization attempts, substance abuse, stealing at work, undue socializing, and tardiness.stealing at work, undue socializing, and tardiness. If employers want to control the undesirable If employers want to control the undesirable consequences of job dissatisfaction, they had best consequences of job dissatisfaction, they had best attack the source of the problem dissatisfaction attack the source of the problem dissatisfaction rather than trying to control the different responses.rather than trying to control the different responses.- THE END -any clarifications?