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Attitudes and Job Satisfaction-Organizational Behaviour-Lecture Slides, Slides of Organization Behaviour

Dr. Lalita Shikha delivered this lecture at Mizoram University for Organizational Behaviour course. Its main points are: Organizational, Behavior, Attitudes, Job, Satisfaction, Contrast, Components, Job, Satisfaction, United, States

Typology: Slides

2011/2012

Uploaded on 07/11/2012

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Bob Stretch
Southwestern College
Robbins & Judge
Organizational Behavior
13th Edition
Attitudes and Job Satisfaction
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Download Attitudes and Job Satisfaction-Organizational Behaviour-Lecture Slides and more Slides Organization Behaviour in PDF only on Docsity!

Bob Stretch Southwestern College

Robbins & Judge

Organizational Behavior

13th Edition

Attitudes and Job Satisfaction

Chapter Learning Objectives

๏ƒ˜ 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.
  • Show whether job satisfaction is a relevant concept in countries other than the United States.

Does Behavior Always Follow from Attitudes?

๏ƒ˜ Leon Festinger โ€“ No, the reverse is sometimes true!

๏ƒ˜ Cognitive Dissonance: Any incompatibility between two

or more attitudes or between behavior and attitudes

  • Individuals seek to reduce this uncomfortable gap, or dissonance , to reach stability and consistency
  • Consistency is achieved by changing the attitudes, modifying the behaviors, or through rationalization
  • Desire to reduce dissonance depends on:
    • Importance of elements
    • Degree of individual influence
    • Rewards involved in dissonance

Moderating Variables

๏ƒ˜ The most powerful moderators of the attitude-

behavior relationship are:

  • Importance of the attitude
  • Correspondence to behavior
  • Accessibility
  • Existence of social pressures
  • Personal and direct experience of the attitude.

A ttitudes Predict B ehavior

Moderating Variables

What are the Major Job Attitudes?

๏ƒ˜ Job Satisfaction

  • A positive feeling about the job resulting from an evaluation of its characteristics

๏ƒ˜ Job Involvement

  • Degree of psychological identification with the job where perceived performance is important to self-worth

๏ƒ˜ Psychological Empowerment

  • Belief in the degree of influence over the job, competence, job meaningfulness, and autonomy

Another Major Job Attitude

๏ƒ˜ Organizational Commitment

  • Identifying with a particular organization and its goals, while wishing to maintain membership in the organization.
  • Three dimensions:
    • Affective โ€“ emotional attachment to organization
    • Continuance Commitment โ€“ economic value of staying
    • Normative - moral or ethical obligations
  • Has some relation to performance, especially for new employees.
  • Less important now than in past โ€“ now perhaps more of occupational commitment , loyalty to profession rather than a given employer.

Are These Job Attitudes Really Distinct?

๏ƒ˜ No: these attitudes are

highly related.

๏ƒ˜ Variables may be

redundant (measuring

the same thing under a

different name)

๏ƒ˜ While there is some

distinction, there is also

a lot of overlap.

Be patient, OB researchers are working on it!

Job Satisfaction

๏ƒ˜ One of the primary job attitudes measured.

  • Broad term involving a complex individual summation of a number of discrete job elements.

๏ƒ˜ How to measure?

  • Single global rating (one question/one answer) - Best
  • Summation score (many questions/one average) - OK

๏ƒ˜ Are people satisfied in their jobs?

  • In the U. S., yes, but the level appears to be dropping.
  • Results depend on how job satisfaction is measured.
  • Pay and promotion are the most problematic elements.

See E X H I B I T 3โ€“ 2

Employee Responses to Dissatisfaction

Exit

  • Behavior directed toward leaving the organization

Voice

  • Active and constructive attempts to improve conditions

Neglect

  • Allowing conditions to worsen

Loyalty

  • Passively waiting for conditions to improve

See E X H I B I T 3โ€“ 4

Active

Passive

Destructive Constructive

Outcomes of Job Satisfaction

๏ƒ˜ Job Performance

  • Satisfied workers are more productive AND more productive workers are more satisfied!
  • The causality may run both ways.

๏ƒ˜ Organizational Citizenship Behaviors

  • Satisfaction influences OCB through perceptions of fairness.

๏ƒ˜ Customer Satisfaction

  • Satisfied frontline employees increase customer satisfaction and loyalty.

๏ƒ˜ Absenteeism

  • Satisfied employees are moderately less likely to miss work.

Global Implications

๏ƒ˜ Is Job Satisfaction a U. S. Concept?

  • No, but most of the research so far has been in the U. S.

๏ƒ˜ Are Employees in Western Cultures More Satisfied With

Their Jobs?

  • Western workers appear to be more satisfied than those in Eastern cultures.
  • Perhaps because Westerners emphasize positive emotions and individual happiness more than do those in Eastern cultures.

See E X H I B I T 3โ€“ 5

Summary and Managerial Implications

๏ƒ˜ Managers should watch employee attitudes:

  • They give warnings of potential problems
  • They influence behavior

๏ƒ˜ Managers should try to increase job satisfaction and

generate positive job attitudes

  • Reduces costs by lowering turnover, absenteeism, tardiness, theft, and increasing OCB

๏ƒ˜ Focus on the intrinsic parts of the job : make work

challenging and interesting

  • Pay is not enough