Organizational Behavior - Chapter 3: Attitudes and Job Satisfaction PDF

Organizational Behavior Eighteenth Edition Chapter 3 Attitudes and Job Satisfaction Copyright © 2019, 2017, 2015, 2013 Pearson Educatio...

Organizational Behavior Eighteenth Edition Chapter 3 Attitudes and Job Satisfaction Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Learning Objectives 3.1 Contrast the three components of an attitude. 3.2 Summarize the relationship between attitudes and behavior. 3.3 Compare the major job attitudes. 3.4 Define job satisfaction. 3.5 Summarize the main causes of job satisfaction. 3.6 Identify three outcomes of job satisfaction. 3.7 Identify four employee responses to dissatisfaction. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Contrast the Three Components of an Attitude (1 of 2) Attitudes are evaluative statements—either favorable or unfavorable—about objects, people, or events. – They reflect how we feel about something. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Contrast the Three Components of an Attitude (2 of 2) Exhibit 3-1 The Components of an Attitude Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Summarize the Relationship Between Attitudes and Behavior (1 of 2) The attitudes that people hold determine what they do. – Festinger: cases of attitude following behavior illustrate the effects of cognitive dissonance. – Cognitive dissonance is any incompatibility an individual might perceive between two or more attitudes or between behavior and attitudes. Research has generally concluded that people seek consistency among their attitudes and between their attitudes and their behavior. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Summarize the Relationship Between Attitudes and Behavior (2 of 2) Moderating Variables: – Attitude’s importance – Correspondence to behavior – Accessibility – Presence of social pressures – Whether a person has direct experience with the attitude The attitude-behavior relationship is likely to be much stronger if an attitude refers to something with which we have direct personal experience. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Compare the Major Job Attitudes (1 of 5) Job Satisfaction – A positive feeling about the job resulting from an evaluation of its characteristics. Job Involvement – Degree to which a person identifies with a job, actively participates in it, and considers performance important to self-worth. – Psychological Empowerment  Belief in the degree of influence over one’s job, competence, job meaningfulness, and autonomy. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Compare the Major Job Attitudes (2 of 5) Organizational Commitment – Identifying with a particular organization and its goals and wishing to maintain membership in the organization. – 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. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Compare the Major Job Attitudes (3 of 5) Perceived Organizational Support (POS) – Degree to which employees believe the organization values their contribution and cares about their well- being. – Higher when rewards are fair, employees are involved in decision making, and supervisors are seen as supportive. – POS is important in countries where power distance is lower. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Compare the Major Job Attitudes (4 of 5) Employee Engagement – The individual’s involvement with, satisfaction with, and enthusiasm for the work. – Engaged employees are passionate about their work and company. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Compare the Major Job Attitudes (5 of 5) Are these job attitudes really all that distinct? – No, these attitudes are highly related; and while there is some distinction, there is also a lot of overlap that may cause confusion. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Define Job Satisfaction (1 of 5) Exhibit 3-2 Worst Jobs of 2016 for Job Satisfaction* *Based on physical demands, work environment, income, stress, and hiring outlook. Source: Based on CareerCast.com (2016), http://www.careercast.com/jobs-rated/worst-jobs-2016. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Define Job Satisfaction (2 of 5) Job Satisfaction – A positive feeling about a job resulting from an evaluation of its characteristics. Two approaches for measuring job satisfaction are popular – The single global rating. – The summation of job facets. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Define Job Satisfaction (3 of 5) How satisfied are people in their jobs? – Over the last 30 years, employees in the U.S. and most developed countries have generally been satisfied with their jobs.  With the recent economic downturn, more workers are less satisfied.  Satisfaction levels differ depending on the facet involved.  There are cultural differences in job satisfaction. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Define Job Satisfaction (4 of 5) Exhibit 3-3 Average Job Satisfaction Levels by Facet Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Define Job Satisfaction (5 of 5) Exhibit 3-4 Average Levels of Employee Job Satisfaction by Country Source: Based on J. H. Westover, “The Impact of Comparative State-Directed Development on Working Conditions and Employee Satisfaction,” Journal of Management & Organization 19, no. 4 (2013): 537–54. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Summarize the Main Causes of Job Satisfaction (1 of 3) What causes job satisfaction? – Job conditions  The intrinsic nature of the work itself, social interactions, and supervision are important predictors of satisfaction and employee well-being. – Personality  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. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Summarize the Main Causes of Job Satisfaction (2 of 3) Exhibit 3-5 Relationship between Average Pay in Job and Job Satisfaction of Employees in That Job Source: Based on T. A. Judge, R. F. Piccolo, N. P. Podsakoff, J. C. Shaw, and B. L. Rich, “The Relationship between Pay and Job Satisfaction: A Meta-Analysis of the Literature,” Journal of Vocational Behavior 77, no. 2 (2010): 157–67. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Summarize the Main Causes of Job Satisfaction (3 of 3) Corporate Social Responsibility (CSR) – Corporate social responsibility (CSR): self-regulated actions to benefit society or the environment beyond what is required by law.  Includes environmental sustainability initiatives, nonprofit work, and charitable giving.  Increasingly affects employee job satisfaction. – CSR is particularly important for Millennials.  But, not everyone finds value in CSR. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Outcomes of Job Satisfaction Job Performance – Happy workers are more likely to be productive workers. OCB – People who are more satisfied with their jobs are more likely to engage in OCB. Customer Satisfaction – Satisfied employees increase customer satisfaction and loyalty. Life Satisfaction – Research shows that job satisfaction is positively correlated with life satisfaction. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Four Employee Responses to Dissatisfaction (1 of 2) Exhibit 3-6 Responses to Dissatisfaction from Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Four Employee Responses to Dissatisfaction (2 of 2) Counterproductive Work Behavior (CWB) – Counterproductive work behavior: actions that actively damage the organization, including stealing, behaving aggressively toward coworkers, or being late or absent. – Absenteeism: the more satisfied you are, the less likely you are to miss work. – Turnover: a pattern of lowered job satisfaction is the best predictor of intent to leave. Managers Often “Don’t Get It” Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Implications for Managers (1 of 2) Of the major job attitudes – job satisfaction, job involvement, organizational commitment, perceived organizational support (POS), and employee engagement – remember that an employee’s job satisfaction level is the best single predictor of behavior. Pay attention to your employees’ job satisfaction levels as determinants of their performance, turnover, absenteeism, and withdrawal behaviors. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Implications for Managers (2 of 2) Measure employee job attitudes objectively and at regular intervals to determine how employees are reacting to their work. To raise employee satisfaction, evaluate the fit between the employee’s work interests and the intrinsic parts of his/her job to create work that is challenging and interesting to the individual. Consider the fact that high pay alone is unlikely to create a satisfying work environment. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Copyright This work is protected by United States copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning. Dissemination or sale of any part of this work (including on the World Wide Web) will destroy the integrity of the work and is not permitted. The work and materials from it should never be made available to students except by instructors using the accompanying text in their classes. All recipients of this work are expected to abide by these restrictions and to honor the intended pedagogical purposes and the needs of other instructors who rely on these materials. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.