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Chapter 3

Attitudes and Job Satisfaction

MRS. Shefa EL Sagga.

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Learning Objectives

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.

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Does Behavior Always Follow From

Attitudes?

Cognitive Dissonance

Any incompatibility between two or more attitudes or between behavior and

attitudes.

It is inconsistent attitude behavior relationship.

Inconsistency creates uncomfortable situation.

To deal with uncomfortable situation people seek consistency to

reduce cognitive dissonance.

They can do that by moderating variables.

Does Behavior Always Follow From

Attitudes?

Moderating Variables

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.

Attitude

Predict

Behavior

Major Job Attitudes

Organizational

Commitment

Identifying with a particular organization and its goals, while

wishing to maintain membership in the organization.

Perceived

Organizational

Support (POS)

Degree to which employees believe the organization values

their contribution and cares about their well-being.

Employee

Engagement

The degree of involvement with, satisfaction with, and

enthusiasm for the job.

**1. Affective (emotional attachment to organization).

2. Continuance Commitment (economic value of staying).
3. Normative (moral or ethical obligations).**

Has some relation to performance, especially for new

employees.

Less important now than in past – now perhaps more of

occupational commitment, loyalty to profession rather than a

given employer.

Are Job Attitudes Distinct?

No: these attitudes are highly related.

Variables may be redundant

(measuring the same thing under a different name)

While there is some distinction, there is also a lot of overlap.

!Be patient, OB researchers are working on it

Job Satisfaction

What Causes Job Satisfaction?.

Pay influences job satisfaction only to a point.

Personality can influence job satisfaction.

Negative people are usually not satisfied with their jobs.

People with positive core self evaluation (Bottom-line conclusions

individuals have about their capabilities, competences, and worth

as a person).

1111

Job Satisfaction

Employee Responses to Dissatisfaction

Exit

Exit

• Behavior

Behavior

directed toward directed toward

leaving leaving thethe

organization organization

Voice

Voice

• Active and

Active and

constructive constructive

attempts attempts toto

improve improve

conditions

conditions

Neglect

Neglect

• Allowing

Allowing

conditions conditions toto

worsen worsen

Loyalty

Loyalty

• Passively

Passively

waiting waiting forfor

conditions conditions toto

improve improve

Active

Passive

Constructive

Destructive

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Job Satisfaction

Outcomes of Job Satisfaction

Absenteeism

Turnover

Workplace

Deviance

Satisfied employees are moderately less likely to miss

work.

Satisfied employees are less likely to quit.

Many moderating variables in this relationship:

Economic environment and tenure.

Organizational actions taken to retain high

performers and to weed out lower performers.

Dissatisfied workers are more likely to unionize, abuse

substances, steal, be tardy, and withdraw.

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Job Satisfaction

Managers Often “Don’t Get It”

Despite the overwhelming evidence of the impact of job satisfaction

on the bottom line, most managers are either unconcerned about or

overestimate worker satisfaction.