chapter03 ob 16th

7/16/2019 Chapter03 OB 16th

http://slidepdf.com/reader/full/chapter03-ob-16th 1/31

Copyright © 2015 Pearson Education Ltd.

18-1




Chapter 3: Attitudes andJob Satisfaction

3-2




Learning Objectives

After studying this chapter, you should be ableto:

Contrast the three components of an attitude

Summari!e the relationship bet"een attitudesand behavior

Compare and contrast the major job attitudes

#e$ne job satisfaction and sho" ho" "e can

measure itSummari!e the main causes of job satisfaction

%dentify four employee responses todissatisfaction

3-3




Contrast the &hreeComponents of an Attitude

Attitudes are evaluative statements 'either favorable or unfavorable ' aboutobjects, people, or events

&hey re(ect ho" "e feel aboutsomething

Saying, “I like my job” re(ects yourattitude to"ard "or)

LO *

3-4




Why must managers know aboutattitudes of their employees?

+anagers should be interested in theiremployees attitudes because attitudesgive warnings of potential problems andinuence behavior

-vidence strongly suggests that"hatever managers can do to improveemployee attitudes "ill li)ely result in

heightened organizational eectiveness

1-5





3-6

TheTheemotional oremotional or

feelingfeeling

segment ofsegment of

an attitudean attitudeThe opinionThe opinion

or beliefor belief

segment ofsegment ofan attitudean attitude

An intention toAn intention to

behave in abehave in a

certain waycertain way

toward someonetoward someone

or somethingor something





LO *

3-7




/et"een Attitudes and/ehavior-arly research: the attitudes that people

hold determine what they do.

0estinger proposed that cases of attitudefollo"ing behavior illustrate the e1ects of

cognitive dissonance Cognitive dissonance is any incompatibility

an individual might perceive bet"een t"o ormore attitudes or bet"een behavior and

attitudes.esearch has generally concluded that people

seek consistency among their attitudes andbet"een their attitudes and their behavior

LO 2

3-8




.elationship/et"een Attitudes and /ehavior

%ndividuals prefer consonance4 or consistencybet"een their attitude and behavior

Consistency is achieved by changing the attitudes,modifying the behaviors, or through rationalization

Anything that disrupts consistency causes tension5dissonance6




.elationship/et"een Attitudes and

/ehaviorAttitude

predict s

/ehavior

+itig

ating

7aria

bles

LO 2

3-10

Importance of the attitudeIts correspondence to behavior Its accessibility The presence of social pressure

Whether or not a person has haddirect experience with the behavior The attitudebehavior re!ationship is

stronger if it refers to so"ethin# in our

direct personal experience



Copyright © 2015 Pearson Education Ltd. © 2007 Prentice Hall Inc.

All rights resered.

+oderating 7ariables8

Importance of the attitudes- are the attitudesthat reect fundamental values and tend to show astrong relationship to behavior!

Correspondence to behavior:- "he more speci#cthe attitude and the more speci#c the behavior$ the

stronger the link between the two! %&ample' (oubelieve in workers rights but you do not become amember of a union nor attend worker rallies! 5)ot

performing the behavior on this issue makes the

link between your attitude and behavior weak 6





Accessibility of the attitude- are attitudesthat are easily remembered and are morelikely to predict behavior!

Existence of Social pressures 9 whensocial pressures or constraints to behave incertain ways holds e&ceptional power and provides information about acceptableattitudes and behaviors!



Copyright © 2015 Pearson Education Ltd. © 2007 Prentice Hall Inc. Allrights resered.


ersonal and !irect experience withthe attitude- attitudes derived fromdirect e&perience are stronger$ are heldmore con#dently$ and are more resistantto change!




"ob Satisfaction A positive feeling about the job resulting from

an evaluation of its characteristics

"ob Involvement

#egree of psychological identi#cation "ith the job "here perceived performance is importantto self9"orth

sychological Empowerment

/elief in the degree of inuence over ones job, competence, job meaningfulness, andautonomy

LO 3

3-14

Compare and Contrastthe #a$or "ob Attitudes




%rgani&ational Commitment %dentifying "ith a particular organi!ation and

its goals and wishing to maintain membershipin the organi!ation

&heoretical models propose that employees"ho are committed will be less likely to engagein "or) "ithdra"al even if they aredissatis$ed, because they have a sense of

organizational loyalty

LO 3

3-15

Compare and Contrastthe +ajor Job Attitudes




erceived %rgani&ational Support '%S(

#egree to "hich employees believe theorgani!ation values their contribution and caresabout their "ell9being

igher "hen re"ards are fair , employees areinvolved in decision ma)ing, and supervisors areseen as supportive

igh ;OS is related to higher OC/s andperformance

LO 3

3-16

Compare and Contrastthe #a$or "ob Attitudes





Employee Engagement

&he degree of involvement "ith, satisfaction "ith, and enthusiasm for the job

-ngaged employees are passionate about their"or) and company

LO 3

3-17




Employee Engagement andCommitment

Employers usually attempt to measure engagement

using the following criteria:< *ride in employer

+ ,atisfaction with employer

+ -ob satisfaction

+ .pportunity to perform well at challenging work + /ecognition and positive feedback for one0s contributions

+ *ersonal support from one0s supervisor

+ %ort above and beyond the minimum

+ 1nderstanding the link between one0s job and the

organization0s mission

+ *rospects for future growth with one0s employer

+ Intention to stay with one0s employer





Are these job attitudes really all that distinct = >o, these attitudes are highly related? and

"hile there is some distinction, there is also alot of overlap that may cause confusion

.ecent research identi$es employees as being: %nthusiastic stayers

/eluctant stayers

%nthusiastic leavers 2planning to leave3

/eluctant leavers 2 not planning to leave$ butshould leave3

LO 3

3-1$

#e$ne Job Satisfaction




#e$ne Job Satisfactionand Sho" o" %t Can /e

+easured "ob Satisfaction A positive feeling about a job resulting from an

evaluation of its characteristics

&"o approaches for measuring job satisfaction are

popular The single global rating- rating is a response to one

@uestion, such as All things considered, ho" satis$edare you "ith your job=4

The summation of job facets 4 identi$es keyelements in a job such as the nature of the "or),supervision, present pay, promotion opportunities, andrelations "ith co"or)ers

LO

3-20

e ne o a s ac on




e ne o a s ac onand Sho" o" %t Can /e

+easured

LO

3-21

! ) " b S ti f ti




!e)ne "ob Satisfactionand Show *ow It Can +e

#easured

LO

3-22

o" satis$ed are people in their jobs= Over the last 3B years, employees in the S

and most developed countries have generallybeen satis#ed "ith their jobs

Dith the recent economic do"nturn, more workersare less satis$ed Satisfaction levels dier depending on the facet

involved -mployees in Western cultures have higher levels of

job satisfaction as compared to employees in

%astern cultures




!e)ne "ob Satisfactionand Show *ow It Can +e #easured

LO

3-23




1-24

! ) " b S ti f ti




!e)ne "ob Satisfactionand Show *ow It Can +e

#easured

LO

3-25




Summari!e the +ain Causes of Job Satisfaction

,hat causes $ob satisfaction .esearch sho"s that job satisfaction is correlated "ith

life satisfaction

;ay in(uences job satisfaction only to a point 55oneymay bring happiness$ but not necessarily job

satisfaction 3! *ersonality also plays a role in job satisfaction

;eople "ho have positive core self-evaluations, "hobelieve in their inner "orth and basic competence, aremore satis#ed "ith their jobs than those "ith negativecore self9evaluations

LO E

3-26




Identify .our Employee/esponses to !issatisfaction

LO F

3-27



Copyright © 2015 Pearson Education Ltd.Copyright © 2015 Pearson Education! Inc.

© 2007 Prentice Hall Inc. All

rights resered.

*ow Employees Can Express!issatisfaction

E"it

Behavior directedtoward leaving theorganization. (i.e.resigning loo!ing for anew position."

#oice

#ctive and constructiveattempts to improveconditions. (i.e.suggesting

improvementsdiscussing problemswith superiors".$eglect

$assively allowingconditions to worsen.(i.e. chronicabsenteeism ortardiness"

Loyalty

$assively butoptimistically waitingfor conditions to

improve. (i.e. trustingthe organization to dothe %right thing&"





+ore speci$c outcomes of job satisfaction include: "ob Satisfaction and "ob erformanceappy "or)ers are more li)ely to be

productive "or)ers

"ob Satisfaction and %C+;eople "ho are more satis$ed "ith their jobsare more li)ely to engage in OC/

"ob Satisfaction and Customer SatisfactionSatis$ed employees increase customer

satisfaction and loyalty "ob Satisfaction and Absenteeism &here is a consistent negative relationship

bet"een satisfaction and absenteeism, but itis moderate to "ea)

LO F

3-2$





"ob Satisfaction and TurnoverA pattern of lo"ered job satisfaction is a

predictor of possible intent to leave

"ob Satisfaction and ,or0place !eviance

%f employees dont li)e their "or)environment, theyll respond someho"

#anagers %ften 1!on2t 3et It4

+any managers are unconcerned about

employee job satisfactionOthers overestimate ho" satis$ed employeesare "ith their jobs, so they dont thin) theresa problem "hen there is one

LO F

3-30




%mplications for +anagers

*ay attention to your employees job satisfactionlevels as determinants of their performance,turnover, absenteeism, and "ithdra"al behaviors

+easure employee job attitudes objectively and

at regular intervals in order to determine ho"employees are reacting to their "or)

&o raise employee satisfaction, evaluate the $tbet"een the employees "or) interests and theintrinsic parts of hisGher job to create "or) that ischallenging and interesting to the individual

Consider the fact that high pay alone is unlikely to create a satisfying "or) environment 3-31

chapter03 ob 16th

Documents