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International University of Management. OBE0S2: Unit 2: Attitudes and Job Satisfaction Unit 2: Learning Objectives After studying this chapter you should be able to: Contrast the three components of an attitude. Summarize the relationship between attitudes and behavior. Compare...
International University of Management. OBE0S2: Unit 2: Attitudes and Job Satisfaction Unit 2: Learning Objectives After studying this chapter you should be able to: Contrast the three components of an attitude. Summarize the relationship between attitudes and behavior. Compare and contrast the major job attitudes. Define job satisfaction and show how it can be measured. Summarize the main causes of job satisfaction. Identify four employee responses to dissatisfaction. Contrast the three components of an attitude Attitudes are evaluative statements or judgments concerning objects, people, or events. Attitudes are made up of three components. The cognitive component is made up of the belief in the way things are. The affective component is the more critical part of the attitude as it is calls upon the emotions or feelings. The behavioral component describes the intention to behave in a certain way toward someone or something. These three components work together to aid in our The relationship between attitudes and behavior Sometimes we observe people who will change what they say, so it doesn’t contradict their behavior. When attitudes and behaviors don’t line up, individuals will experience cognitive dissonance. This oddness is uncomfortable and individuals will seek to reduce the dissonance to find consistency. People are willing to live with some discomfort but the degree to which this is true depends upon the importance of the elements, how much influences the individual has in the situation, and the rewards available. Some variables do moderate the relationship between attitude and behavior. These factors include the importance of the attitude to the person, the correspondence of the attitude to the behavior, the accessibility of the attitude, the existence of social pressures on behavior, and the personal and direct experience of the attitude. These mitigating variables will affect the ability to predict how a certain attitude will predict behavior. The mitigating variables must be considered in the analysis process to alter what might be considered standard response as behavior to a specific attitude. Compare and contrast the major job attitudes OB focuses our attention on a very limited number of job- related attitudes. Most of the research in OB has been concerned with three attitudes: job satisfaction, job involvement, and organizational commitment. The field of Organizational Behavior focuses on how attitudes will influence the workplace. There are several major job attitudes: Job satisfaction, which is the positive feeling about the job resulting from an evaluation of its characteristics. Job involvement, looks at the degree of psychological identification with the job. Logical empowerment, the belief in the degree of influence their work environment, their competence, the meaningfulness of their job, and their perceived autonomy. Compare and contrast the major job attitudes cont…… Organizational Commitment Identifying with a particular organization and its goals, while wishing to maintain membership in the organization. Three dimensions of organizational commitment: Affective – emotional attachment to organization Continuance Commitment – economic value of staying Normative – moral or ethical obligations Has some relation to performance, especially for new employees. Theoretical models propose that 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. Compare and contrast the major job attitudes cont…… Perceived Organizational Support (POS) is the degree to which employees believe the organization values their contribution and cares about their well-being. The perception of fairness in the employees mind is a key factor in determining employees’ willingness to work hard for the organization. In addition, employees have a higher POS when they perceive they have some input to decision- making processes. 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 The degree of involvement with, satisfaction with, and enthusiasm for the job. Engaged employees are passionate about their work and company. Compare and contrast the major job attitudes cont…… Are These Job Attitudes Really Distinct? There is a high degree of overlap between the different job attitudes. If a worker has higher job satisfaction, they tend to be more engaged and show a stronger commitment to the organization. Researchers are looking into trying to find ways to measure the different attitudes to get at their distinctiveness. This overlap can cause considerable confusion when trying to assess them. Define job satisfaction and show how it can be measured Job satisfaction is defined as a positive feeling about a job resulting from an evaluation of its characteristics. This is an important job attitude because it incorporates so many of the other measures. There are multiple ways to measure job satisfaction, but the most accurate way is to ask the question if people are satisfied in their jobs and provide them with a scale to report their degree of satisfaction. 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” “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 relations with coworkers. The main causes of job satisfaction Pay influences job satisfaction only to a point. There is no relationship between amount of pay and job satisfaction. Money may bring happiness, but not necessarily job satisfaction. Interesting jobs that provide training, variety, independence, and control satisfy most employees. There is also a strong correspondence between how well people enjoy the social context of their workplace and how satisfied they are overall. Interdependence, feedback, social support, and interaction with co-workers outside the workplace are strongly related to job satisfaction even after accounting for characteristics of the work itself. The main causes of job satisfaction Personality also plays a role in Job Satisfaction. People who have positive core self-evaluations, who believe in their inner worth and basic competence are more satisfied with their jobs than those with negative core self-evaluations. Those with negative core self-evaluations set less ambitious goals and are more likely to give up when confronting difficulties. Identify four employee responses to dissatisfaction. There are a number of ways employees can express job dissatisfaction. Exit: a Behavior directed toward leaving the organization, including looking for a new position as well as resigning. Voice is actively and constructively attempting to improve conditions, including suggesting improvements, discussing problems with superiors, and some forms of union activity. Loyalty is 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 involves passively allowing conditions to worsen, including chronic absenteeism or lateness, reduced effort, and increased error rate. Exit and neglect behaviors encompass our performance variables —productivity, absenteeism, and turnover. Voice and loyalty are Implications for Managers Satisfied and committed employees have lower rates of turnover, absenteeism, and withdrawal behaviors. Managers will also want to measure job attitudes effectively so they can tell how employees are reacting to their work. The most important thing managers can do to raise employee satisfaction is focus on the intrinsic parts of the job, such as making the work challenging and interesting. Although paying employees poorly will likely not attract high-quality employees to the organization or keep high performers, managers should realize that high pay alone is unlikely to create a satisfying
