Attitudes and Job Satisfaction PDF

Attitudes and Job Satisfaction 1  Attitudes Attitudes are evaluative statements— either favorable or unfavorable—about objects, people, or events. 2  Three Components of Attitude Cognitive component—The opinion...

Attitudes and Job Satisfaction 1  Attitudes Attitudes are evaluative statements— either favorable or unfavorable—about objects, people, or events. 2  Three Components of Attitude Cognitive component—The opinion or belief segment of an attitude. Affective component—The emotional or feeling segment of an attitude. Behavioral component –An intention to behave in a certain way toward someone or something. 3 4 Attitudes or Behavior? 5 Early research on attitudes assumed attitudes were causally related to behavior—that is, the attitudes people hold determine what they do. 6 Casually or Causally! 7 Early research on attitudes assumed attitudes were causally related to behavior—that is, the attitudes people hold determine what they do. 8 Does Behavior Always Follow from Attitudes? 9 However, in the late 1960s, one researcher—Leon Festinger—argued that attitudes follow behavior. 10 Perhaps a friend of yours has consistently argued that the quality of other smartphones isn’t up to that of the iPhone and that he’d never own anything but an iPhone. But his sisters, unaware of his views, buy him a Samsung smartphone and he suddenly says that Samsung smartphones are really world-class. 11  Cognitive Dissonance Any incompatibility (i.e. inconsistency) that an individual might perceive between two or more attitudes or between behavior and attitudes. 12 Festinger argued that any form of dissonance i.e. inconsistency is uncomfortable and that individuals will attempt to reduce the dissonance and, hence, the discomfort. 13 Research has generally concluded that people do seek consistency among their attitudes and between their attitudes and their behavior. They either alter the attitudes or the behavior, or they develop a rationalization for the discrepancy. 14 Cognitive Dissonance 15 How do tobacco executives cope with the continuing revelations about the health dangers of smoking? 16  Can deny any clear causation between smoking and cancer. Can brainwash themselves by continually articulating the benefits of tobacco. Can acknowledge the negative consequences of smoking but rationalize that people are going to smoke and that tobacco companies merely promote freedom of choice. 17  Can accept the evidence and make cigarettes less dangerous or reduce their availability to more vulnerable groups, such as teenagers. Can quit their job because the dissonance is too great. 18 19 Festinger proposed that the desire to reduce dissonance depends on 1. The importance of the elements creating it 2. The degree of influence the individual believes he/she has over the elements Individuals will be more motivated to reduce dissonance when the attitudes or behaviour are important or when they believe the dissonance is due to something they can control. 20 3. The rewards of dissonance; high rewards accompanying high dissonance tend to reduce tension inherent in the dissonance. 21 Although Festinger argued that, in many cases, attitudes follow behavior, most recent research shows that attitudes predict behavior. AttitudesBehavi or 22  (AttitudesBehavior) Moderating Variables 1. The importance of the attitude 2. Its correspondence to behaviour 3. The accessibility of the attitude 4. Whether social pressures exist 5. Whether a person has direct experience with the attitude 23  (AttitudesBehavior) Moderating Variables 24 1. The importance of the attitude Important attitudes reflect our fundamental values, self-interest, or identification with individuals or groups we value. These attitudes tend to show a strong relationship to behaviour. 25 2. Its correspondence to behavior Specific attitudes tend to predict specific behaviours, whereas general attitudes tend to best predict general behaviours. For instance, asking someone about her intention to stay with an organization for the next 6 months is likely to better predict turnover for that person than asking her how satisfied she is with her job overall. 26 3. The accessibility of the attitude Attitudes that our memories can easily access are more likely to predict our behaviour. Interestingly, you’re more likely to remember attitudes you frequently express. 27 4. Whether social pressures exist Discrepancies between attitudes and behaviour tend to occur when social pressures to behave in certain ways hold exceptional power, as in most organizations. 28 5. Whether a person has direct experience with the attitude The attitude-behaviour relationship is likely to be much stronger if an attitude refers to something with which we have direct personal experience. 29 Job Satisfaction 30  Job Satisfaction A positive feeling about one’s job resulting from an evaluation of its characteristics. 31  Job Involvement The degree to which a person identifies with a job, actively participates in it, and considers performance important to self-worth. 32 Psychological Empowerment Employees’ belief in the degree to which they affect their work environment, their competence, the meaningfulness of their job, and their perceived autonomy in their work. 33 Organizational Commitment The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization. 34  Employee Engagement An individual’s involvement with, satisfaction with, and enthusiasm for the work he or she does. 35  Job Satisfaction A positive feeling about one’s job resulting from an evaluation of its characteristics. 36 37 38 39 40  Main Causes of Job Satisfaction Job Conditions Personality Pay Corporate Social Responsibility (CSR) 41 42  Main Outcomes of Job Satisfaction Job Performance Organizational Citizenship Behavior (OCB) Customer Satisfaction Life Satisfaction 43 Impact of Job Dissatisfaction Exit—voice—loyalty—neglect model. 44 45  Exit—Dissatisfaction expressed through behavior directed toward leaving the organization includes looking for a new position as well as resigning. Voice—Dissatisfaction expressed through active and constructive attempts to improve conditions; suggesting improvements, discussing problems with superiors etc. 46  Loyalty—Dissatisfaction expressed by passively but optimistically waiting for conditions to improve; speaking up for the organization in the face of external criticism and trusting the organization and its management to “do the right thing”. Neglect—Dissatisfaction expressed through passively allowing conditions to worsen and includes chronic absenteeism or lateness, reduced effort etc. 47  Counterproductive Work Behavior (CWB) Actions that actively damage the organization, including stealing, behaving aggressively toward coworkers, or being late or absent. 48 Thank you 49