Job Attitudes

Core self-evaluations (CSEs), the Big Five, and positive/negative affectivity

r = 0.37

CSE

Less prone to perceive stress and at less risk for burnout

Negative

The three facets of attitudes are affect, cognition, and behavior.

Job attitude refers to evaluations of one's job that express one's feelings toward, beliefs about, and attachment to one's job.

Job attitudes are organized in a hierarchical fashion, with global attitudes and specific attitudes.

Job satisfaction refers to an evaluative state that expresses contentment with and positive feelings about one's job.

Affective and cognitive dimensions of attitudes are not easily separated and have a reciprocal relationship.

The theory of planned behaviour suggests that general attitudes develop into specific attitudes, which then form intentions, leading to certain behaviors.

Transformational leadership is linked to more positive employee emotions.

High levels of interpersonal justice are associated with organizational commitment and supervisor satisfaction.

The discrepancy theory suggests that dissatisfaction results from a discrepancy between desired payment and actual pay.

The dimensions of job performance include task performance, organizational citizenship behavior, and withdrawal/counterproductivity.

There is a substantial relationship between job satisfaction and job performance, but the causal direction is unclear.

Different facets of job satisfaction show different relationships with outcomes of interest. Satisfaction with work has the strongest relationship with motivation, while aggregated pay satisfaction is related to student academic competency.

There is a positive relationship between commitment and job performance, but it declines significantly with increasing employee tenure. Less-tenured employees have a stronger attitude-behavior link.

There is a negative relationship between stress and job performance, and vice versa. Attitudes can moderate the relationship between stress and performance.

Higher levels of job satisfaction are associated with increased organizational innovation.

The four main dimensions of pay and promotion policies are: (1) pay level; (2) benefits; (3) pay rise; (4) structure/administration.

Organizational commitment is an individual's psychological bond with the organization, represented by affective attachment to the organization, internalization of its values and goals, feelings of loyalty, intention to remain as part of it, and behavioral desire to support it.

Affective commitment has the highest predictive power of organizational behavior.

Affective commitment investigates people's values towards the organization, their attachment, how much they feel included, and the similarity of goals. Continuance commitment relates to whether people are willing to leave the organization.

The three overlapping categories in the literature on job attitudes are: 1) moods and discrete emotional states, 2) within-person variability in job attitudes (without mood/emotions), and 3) stable and dynamic variation.

The main focuses of the paper are the definitions and characteristics of job attitudes, the influences and possible interactions between dispositional and situational factors on attitudes, and the relation between employee attitudes and behavior on individual and aggregated levels.

The recency bias refers to the tendency to only consider recent research variables and topics in the review, while still including traditional findings as a baseline.

Job attitudes are important entities related to people's identity, life satisfaction, health, and general evaluation of life. Attitudes shape behavior, and job attitudes could also influence behavior. Therefore, more research should be done to explore the relationship between job attitudes and social attitudes.

Attitude is a psychological tendency that is expressed by evaluating a particular entity with some degree of favor or disfavor.

There is no universally agreed definition of job attitudes because people hold a limitless number of evaluations and attitudes, resulting in a multiplicity of perspectives.

satisfaction with work

low

manager

satisfaction with the work itself

quitting

likelihood of expressing attitudes

unemployment rate

customer satisfaction

organizationally

store performance