Chapter 2 Attitudes & Job Satisfaction PDF

 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 we can measure it.  Summarize the main causes of job satisfaction. Atti...

 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 we can measure it.  Summarize the main causes of job satisfaction. Attitudes: evaluative statement –either favorable or unfavorable – concerning objects, people or events. They reflect how one feels about something. Attitudes are complex and the rationale behind them may not be obvious.   There are three main components: 1. Cognitive – a description of or belief in the way things are. Ex. “my pay is low.” 2. Affective – the emotional or feeling segment of an attitude. Ex. “i am angry over how little i’m paid.” 3. Behavior – describes an intention to behave in a certain way toward someone or something. Ex. “i’m going to look for another job that pays better.  While attitudes may seem to be directly causal, Leon Festinger argued that attitudes follow behavior. People change what they say so it does not contradict what they do.  Cognitive dissonance – refers to any incompatibility that an individual might perceive between two or more attitudes, or between behavior and attitudes. 1. Importance. The importance of the elements creating the dissonance modifies the level of effort. 2. Degree of Influence. If a person feels he or she has some measure of control over the elements, more efforts will be expended. 3. Rewards. What reward is there to keep or remove the dissonance. 1. Job satisfaction. A positive feeling about one’s job resulting from an evaluation of its characteristics. 2. Job involvement. The degree to which people identify psychologically with their jobs and consider their perceived performance level to self-worth. 3. Organizational Commitment. A state in which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization. 1. Affective commitment: the emotional attachment to an organizational and a belief in its value. 2. Continuance commitment. The perceived economic value of remaining with an organization compared to leaving it. 3. Normative commitment. An obligation to remain with the organization for moral or ethical reasons.  It is the degree to which employees believe the organization values their contribution and cares about their well-being.  It is the positive feelings about a job resulting from an evaluation of characteristics – interaction with bosses and co-workers, rules and policies, performance standards, ideal working conditions, among others.  Single Global Rating Method. This method uses responses to a short series of general questions about the job to determine job satisfaction.  Summation Score Method. This method identifies key elements in the job and ask for the employee’s feelings about each element. Respondents answer on a standardized scale and their answers are tallied to create an overall job satisfaction score.  Work itself  Pay  Promotion  Supervision  Co-workers  Interesting jobs that provide training, variety, independence, social support, and control satisfy most employees.  Pay, once about a given level, does not increase satisfaction. Though it is a motivator, it does not necessarily make people happy.  Positive core self-evaluation greatly causes job satisfaction. (personality, who believe in their inner worth and basic competence)  Exit – leaving the organization  Voice – attempting to improve conditions  Loyalty – waiting for conditions to improve  Neglect - allowing conditions to worsen  Increased job performance  Organizational citizenship behaviors  Customer satisfaction  Less absenteeism  Less Turnover  Less workplace Deviance (Unions, theft, substance abuse, tardiness, etc.)  Managers should be interested in employee’s attitudes because attitudes give warnings of potential problems and because they influence behavior.  High pay is not enough to create satisfaction  Make the work challenging and interesting  Job satisfaction is related to organizational effectiveness  Prepare sets of questions regarding job attitudes and job satisfactions  Interview 3 employees and measure their job satisfaction using single global rating method or summation score method 1. Managerial position 2. Rank and file position 3. Janitorial or menial job holder  Sept. 11 = Finalize presentation of interview result: ppt plus written report  Sept. 14 = Presentation of results. 10 mins per presentation  God bless everyone! ☺