4 types of job attitudes

8/12/2019 4 Types of Job Attitudes

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`4 Types Of Job AttitudesWhich One Are You? `

Did you know there are different types of job attitudes? Find out which one you are!

1. The way a person thinks and behaves

2. A position of the body

3. Informal a hostile manner

4. The orientation of an aircraft or spacecraft in relation to some plane or direction [Latin aptus

apt]

FACT: Attitude = Effectiveness And Success On-The-Job

: = .

4 . :

Job Lover

A person can LOVE their job and may, read trade journals, spend hours over working

lunches/breaks, have friends that are in the same industry, and also find time to seek out ways

to even further improve work or business: By all appearances the MODEL workerright?

WRONG. This employee, business owner, or consultant may miss opportunities by erroneously

thinking that all their hard work, without a doubt will benefit them. Throwing oneself into work so

fully and energetically can create blinders not only to unexpected pitfalls in the business arena,

but may also keep one from fully experiencing personal opportunities. In short, all work and no

play makes Jane a dull girl!

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Job Doer

Perhaps this Jack or Jane takes a more pragmatic approach: The job as a means to an end.

Working like a dog might mean more enjoyable periods of time off, the ability to pay the bills,

travel, take vacations, and/or enjoy hobbies. Sometimes it is just the little thingspride in a job

well done, being responsible, just being a contributing member of society in general! Still, there


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is room for growth and self-examination. A job, business, or current opportunity (while it lasts!)

can provide one with the basics, maybe more. Sure life is good, but, in the current climate, one

must be prepared for the unexpected.

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Job Hater

Again it does not matter the titleowner, worker, consultant, whatever. Folks in this category

may bark out orders whenever possible, complain constantly, frown consistently, and criticize

coworkers, boss, company in general. One wonders not how they are able to bring themselves

to get out of bed in the morning, but why they are allowed to! Typically, a person with this type

of attitude has too much time and energy wrapped up in expressing these negative feelings thatseem to build and explode in a never-ending torrent to consider opportunities. Blindfolded, often

opportunities and anything else that could be construed as positive are missed.

Job What?

Most readers will admit to knowing at least one of this type, who can be summed up by their

perpetual query, Why am I here? They often call in sick whenever possible (especially when

not), spend more time on personal business than work, miss meetings, deadlines, and are

frequently late/miss work. This guy or gal is seldom a boss, but sometimes people get lucky and

own businesses run effectively by the sweat of others! Regardless, one is left to wonder who

benefits from this person showing up on the job. Potential is buried by lack of caring andactivity. Talk about hiding ones light under a bushel! Opportunities are not only not recognized

by this type, but are literally pushed aside Thinkabout your attitude about work now. How is it

affecting you and your opportunitiesare you prepared to make a change if you need to? Who

are you as an owner, employee, boss, or consultant? How do you present to others? Creating

an up to date curriculum vitae or resume help you develop a clear statement of who you are and

what you have to offer to customers, employees, employers or bosses. In short, it can help you

develop your own personal brand that can make you stand head and shoulders above others in

your field.

Read more at: http://www.careerealism.com/job-attitudes-types/#chitika_close_button

Attitude is a job skill Train for it!

by Gregory Lay

Potential worker with Bad Attitude seeks foolish or tolerant employer for gainful employment.
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Youve never read that on a resume, yet every organization manages to hire a few employees

with a Bad Attitude.

Managers are advised to Hire for attitude; train for skill. Its a good theory, yet a bitter chorus of

whining, griping, moaning, and groaning attests that somethings gone awry:

We expected a positive attitude because the new hire promised they had one.

Their skills were so impressive, we figured how bad could their attitude be?

The honeymoon ended and old negativity re-emerged.

The boss models a Bad Attitude and everybody else follows.

One persons constructive criticism is another persons Bad Attitude.

Health problems, personal problems, and unexpected circumstances worsen attitudes.

Even if knowing the source of the attitude improves understanding, it doesnt solve the problem.A Bad Attitude about the job can cause more damage than not knowing how to do the job.

Discipline doesnt improve attitude

Attitude building is a training challenge, not a disciplinary function. Strategy for an employee

with poor behavior skills is only a slight variation on the strategy for poor job skills: a training

program with defined skill objectivesand even more positive reinforcement.

When a job skill is practiced until the employee is deemed competent, we call that a successful

training. Good Attitude is also a job skill to be consciously practiced until competence is

achieved.

A parents goal is to teach their child to become competent in manners, respect, and taking out

the garbage. The workplace manager is a substitute parent of a grown-up child with the same

lessons to teach, using adult learning techniques.

To teach a skill, we show examples of the desired result. We set a standard and describe

rewards when the job is done right and consequences when the standard isnt met. In training

for attitude, we often overlook the standard-setting conversation with the mistaken assumption

that our standards are known and accepted by all. For a person operating in negativity,

however, the apparent standards really arent seen the same. And they cant start learning

something they dont even see.

Defective attitude isnt a defective person

Some skill trainers argue that attitude isnt even an appropriate target for training, and complain

when managers send employees with a broken attitude to be fixed. To repair a gap in a

technical skill, we train. But instead of going to work on a gap in attitude, some would rather cast

it as a character defect. Complaining about an employees Bad Attitude is responding to the

problem with exactly the attitude were complaining about!


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A Positive Attitude thrives on trust, opportunity, commitment, and team involvement. Those

same ingredients encourage and nurture a negative person. But if we wont see past their

negativity to offer help, we never get the reward of an improved attitude.

Can you trust a negative person?

The key to successfully establishing trust is consistent positive reinforcement. If the first few

trusting efforts arent immediately rewarded by a satisfying change in behavior, it doesnt justify

a surrender to mistrust. By choosing to continue to value every employee, we demonstrate the

power of positivity.

Failing to extend an opportunity to a person with a Bad Attitude just reinforces their negativity.

We know how much it costs to replace an employee, so we commit to job skill training; the

same commitment will pay dividends with attitude building. A Bad Attitude alone doesnt cause

the damageits the response of others that turns a Bad Attitude into a permanent deficit.

One good attitude finds another

Smart trainers anchor skills by having the employee teach it while theyre still learning it,

knowing thats the most effective learning tool. When an employee consciously sets an example

in one Positive Attitude, that attitude spreads not just to other people, but to their other

behaviors.

A trainers role is to elevate each employee to competence. If hiring for attitudeis a good idea,

then training for attitude is a great one! For people who didnt learn their behavior patterns from

a positive example, operating with a Good Attitude is no more automatic than operating a new

piece of equipment. Its a skill that can be learned.

Dealing with a Bad Attitude is no fun, while learning is fun. Learning leaders take pride increativity, and training for attitude is an exercise in creativity. It is creative to create a space

where a negative person may explore the rewards of showing their positive side.

Create a strategic training plan for every employee that includes building and supporting their

Positive Attitude!Practice These Positive Attitude Skill-Builders

Exercises to teach, mentor, reinforce, and apply in building proficiency at showing a Positive

Attitude:

1. Say a cheerful Good Morning to everybody.

2. Tell colleagues when you appreciate their help.

3. Ask a colleague what they need and help them get it.

4. Smile while listening and talking.

5. Speak well of your employer.

6. Take a proposed solution to the boss with every problem.

7. Tell the boss about something good that a colleague has done.

8. Choose not to gossip or listen to gossip.

9. Accept assignments with a smile, saying, Ill be happy to!


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10. Make somebody feel better daily.

11. Volunteer for a job that needs doing.

12. Offer sincere congratulations when others have a success.

What else do you observe that demonstrates a Good Attitude? Make a note of it, and then make

a skill of it remembering that the one who teaches it, learns it best!

http://heartilyworking.com/helpful-articles/attitude-is-a-job-skill-train-for-it/

Attitude to work

I wish to preach, not the doctrine of ignoble ease, but the doctrine of the strenuous life. -

Theodore Roosevelt

Two different attitudes to work are shown in response to the question - Do you 'work to live' or

'live to work'? The former shows work as a means to an end - enjoying life outside the work

environment; the latter shows the dedicated individual whose life is their work. Within adepartment these two positions, taken to extremes, can cause conflict and prove incompatible.

Motivation: An organization depends on well-motivated people. How work is rewarded is a

factor in promoting the right attitude. Are rewards purely for results or are they for effort as

well? People doing a good job in difficult conditions are often passed over for those who strike

lucky with little effort. Similarly, bright students should not get all the prizes.

Maslow's hierarchy: The right attitude towards work, requires the following hierarchy of needs

to be fulfilled (most basic first).

Physiological - food, shelter and clothing - satisfied by a wage and by the physical workingenvironment.

Security - protection from danger and bullying, job security, provision for illness, good terms

and conditions.

Belonging - the need for relationships and a feeling of belonging and being part of a group.
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Esteem - the desire to enjoy self-respect and the respect of colleagues and managers and to

have efforts recognized.

Self-development - the need to develop new skills, progress in a career, assume responsibility

and develop personally.

Encouraging environment

Fair and equal treatment

Clear objectives

Rewarding good work

Cohesive group

Approachable management

Managers supporting staff

Discouraging environment

People treated differently

None, or conflicting objectives

Good work going unnoticed

Group at odds with each other

Management wont listen

Managers 'owning' staff >>>

http://www.howarddowding.com/attitude.htm

Improving job attitude

This week a young supervisor complained that she no longer experienced job satisfaction

because her boss was very inefficient, which meant that she has to do all the work in order to

make the boss look good.

Added to that, the boss does not give her credit for her dedication, as a result she felt like

resigning and was actively looking for a job.

Another individual complained of something similar but added that her boss lacked planning

skills and is reluctant to communicate important activities until the deadline is near. After which,

she fully expects everyone to work late (puffing and panting) in order to get things done

correctly.
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She felt that if the boss would include others in the decision making and planning of these

projects then they would have more time to organise the activities with less pressure.

This situation is quite common in organisations and impacts on what researchers call the

relationship between job attitudes and performance (Riketta, 2008). The article this week is

about these two variables.

Let me provide a description of job attitude as suggested by some researchers, it is the

evaluation of personal importance of job related targets. In other words our assessment of our

job determines our attitude towards it. It is not surprising then that our job attitude refers to our

level of job satisfaction. This may seem very simple prima facie but job satisfaction underpins

several other variables that can have a profound effect on an employees performance. One

good example of this can be found in the level of organisational commitment the employee

shows to the organisation.

You see when JS is being eroded, it takes with it other feelings about ones job and like the

employee in the opening vignette employees will no longer feel committed to the organisation

(Riketta, 2008).

Managers must realise that the erosion of JS can be a double edged sword which speaks to the

cognitive and the affective components of an individuals overall job attitude. Moreover, actively

looking for work is not the only component (cognitive) that will be affected but also the relative

strength of the individuals identification with and involvement in a particular organisation which

constitutes the affective components (Riketta, 2008).

So to put it more simply if an employee is experiencing negative JS they will not want to be

associated with the organisation neither will they willingly become involved in any of its

activities.

This brings us to the other variable of job performance. You see organisational psychology

specialists have looked at JP from a dyadic perspective. This includes in-role performance

(also referred to as the assigned duties) and extra-role performance (also referred to as

organisational citizenship behaviour) (Riketta, 2008).

In other words JP does not only comprise of the duties that are outlined on the employees job

description, it speaks to other activities that extend outside of the normal realm of work. For

instance, management expects employees to be conscientious and perform activities like turn

off lights when not in use, reduce wastage of supplies and not misuse the equipment.

Furthermore, they expect that they would lend a helping hand to other employees. Take forinstance, if an employee falls ill on the job, management would expect that fellow colleagues

would either call for help from health care providers or take the person to the emergency room.

JP can also extend to explaining the culture of the organisation to new employees.

Telling a new employee stories about artefacts and expectations will go a long way towards

helping them to adjust to the new organisation and would ensure JS. This behaviour would


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encourage job dedication and commitment since it could enhance not only the social context of

performance but also the political context as well (Dierdorff, Rubin and Bachrach, 2012).

There are some managers who do not understand the importance of attitudes to performance

and so they continue to focus only on the duties as outlined in the job description although there

are several symptoms of a deeper problem. You see research by management specialists have

found that job attitude does affect performance in more ways than one and this could be the

reason why so many people are receiving very good performance evaluations but yet the

organisation is showing signs of septic behaviour where employees are very unhappy with the

job.

Let us consider the problem mentioned in the opening vignette, it appears as if the employee is

unhappy with the style of management which from all accounts appears to be disorganised. You

see the perception of the role played by management is very important, since the way

employees view a manager can have a negative impact on their behaviour towards their work

performance and the organisation as a whole.

Some managers make the mistake of focusing on punishment as a method of forcing

employees to conform while they set bad examples with shoddy standards and performances.

However, this is not effective because if employees believe that management is not performing

its role with very high standards and its behaviour is less than equitable, they quickly lose

respect and citizenship behaviour will disappear along with job commitment.

In other words, employees will not perform roles that fall outside the normal work function (what

is on their job description). Generally, this behaviour is a function of their overall work

performance.

In closing, given the complaints in the opening vignette, management must be more self-aware

which means that they must realise that their actions are being observed by employees who

focus on them to emulate their behaviour. It would be advisable if managers would inculcate the

old adage of to whom much is given much is expected into their behaviour and try at all costs

to perform their job with a high level of transparency and efficiency and not neglect their

responsibilities. Until next time

* Daren Greaves is a Management & Organisational Psychology Consultant at Dwensa

Incorporated. e-mail: [email protected], Phone: (246) 436-4215

http://www.barbadostoday.bb/2013/01/28/improving-job-attitude/

Your Negative Attitude Can Hurt Your Career

In any situation -- a bar, the subway, a movie theater -- you don't want to be that guy (or gal).

There is no strict definition of what it means to be that person, but usually it refers to the person

who stands out for all the wrong reasons.

In a bar, it's the guy who won't stop hitting on you.
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In the subway, it's the woman who eats a cheeseburger and fries, filling the entire car with an

onion aroma.

At the movies, it's the patron who leaves her cell phone ringer on.

Wherever you are, you don't want to be that person. Especially at work.

Of course, at work you'll find plenty of bad traits. The gossip, the chronically tardy person, the

kiss-up and everyone else you try to avoid. Perhaps the one type you want to avoid (hanging

around and being) more than any other is the negative person. The negative person hates

everything. Every task is too lowly; every meeting lasts too long; every co-worker is too dumb.

Nary a word passes through his or her lips that's not dripping with sarcasm.

If you realize that you are this furrow-browed employee, the chorus of sighs and complaints,

accented with eye rolls, will earn you the worst reputation of everyone. And whether or not

you're aware, your boss will notice, too.

First impressions count

One reason interviews cause job seekers so much anxiety is the need to make a favorable first

impression. Although qualifications make up the bulk of the hiring decision, employers are also

looking at the kind of attitude you display to determine whether or not you'd be an asset to the

organization. Lauren Milligan, host of the business radio show "Livin' the Dream," advises job

seekers to temper any negativity they have involving their previous jobs.

"During an interview, a common question posed to the candidate is, 'What problems did you

encounter in your previous job?' A negative employee will use this time to talk about their boss,

co-workers, job functions -- anything that didn't sit quite well with [him or her]," Milligan says.

"Don't do that! A positive employee will see this question as a chance to talk about a difficultsituation and how they turned it into a good experience."

The clichd business advice of bringing your boss solutions, not problems, is actually true.

"Negative employees think of how problems affect them while positive employees think of how

they can solve a challenge," Milligan says.

Everyday behavior

Of course, maintaining an upbeat attitude for 30 minutes or an hour during an interview is far

easier than fighting off grumpiness every day. You'll probably have to vent once in awhile

because some days will be bigger pains than others, and few people would hold that againstyou.

Habitual negativity is a problem because it can quickly become your trademark and overshadow

any accomplishments. And in a tough job market, when workers are feeling stressed and

employers consider trimming head count, you don't want to be remembered for being the local

sourpuss.


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4. Monetary incentives to attract and motivate workers to perform optimally

Taylor assumed that if workers are provided with a decent job and wages linked to productivity,

they would strive for peak performance ( sidoqofte researchers te hawthorne studies mendojne

qe qito assumtions jon inaccurate pasiqe increased productivity cannot be achieved merely by

linking workers pockets with money).

-***Hawthorne Studies -Experiments conducted at Chicago Hawthrone works of the Western

Electric Company (1930s) remain the most influential organizational research of all time. The

intent was to invite a handful of employees to participate in various working condition tests to

determine which conditions were most conducive to increased production .The results of these

studies made behavioral scientists aware for the first time that worker behavior could be

influenced by factors other than monetary incentives and the physical work environment.

Hawthorne studies encompassed several studies and spanned more than a decade; however,

here are discussed only the ILLUMINATION studies (1924), the RELAY ASSAMBLY TEST

ROOM studies, and the BANK WIRING ROOM studies.( Posht po ju pershkruj ne detale qito tri

studies edhe pse nuk e di san a duhen)

A. Illumination studies-earliest studies. Studies began with a question about the relationship

between worker productivity and the level of illumination in the work environment ( a po ju

kujtohet shembulli qe I kan ndale dritat ne nje fabrike edhe I kan testu puntetoret sa po jon

effective ne disa nivele te dritave? Ne kete example edhe pse work conditions jon ul (tu ju ndal

driten) productivity asniher nuk osht ul).

B. Relay Assembly Test Room studies (a.k.a the rest pause experiments)-the goal was to

isolate and investigate the work behavior of small group of workers. The researchers chose to

study the assembly of telephone relays. All operators were women and each operator could

assemble about 500 relays each day. The formal purpose of this study was to explore theeffects of work pauses on employee fatigue and productivity.In all cases productivity increased

over baseline (researchers I kan testu punetoret me disa pauses,dmth kan provu me 10 min

pushim ne mengjes dhe ne dreke ,15 min pushim ne mengjes dhe 10 ne dreke, ose 6 here nga

5 min pushim).In the nest phase studies were done investigating how worker productivity was

influenced by shortening the work day; again productivity increased.

C. Bank Wiring Room studies-because the issue that physical environment affects worker

productivity failed, researchers were convinced that social processes have a tremendous

influence on work output, and ,thus, they decided to study social influences in work groups ( qitu

le te ju kujtohet shembulli me kompjutera qe na pat tregu Edona,nese grupi prej 14 vetave e ka

pas per detyre me I prodhu 10 kompjutera ne ni dite te caktume,ata I kan prodhu vetem 10edhepse per qata qe kan punu ma shume kan pas ma shume incentives,dmth grupi cdo dite ja

ka caktu vetes ni output quota edhe ju kan permbajt qasaj).

In the end the results were:

1. By singling out a small group of employees to participate in an exclusive trial, participants

felt valued, special and important


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2. The special attention they received gratified their ego and created a positive emotional

bond with what they were trialing

Overall conclusion was that employee attitudes and morale, and the influence of the informal

work group were major determinants of worker productivity.

Hoppock study-in contrast to Hawthorne studies, Hoppock research was entirely empirical,

meaning data-based. Robert Hoppock developed newly scaling techniques to the study job

satisfaction.He devised questions that people answered by referring to a scale ranging from 100

(extreme dissatisfaction) to 700 (extreme satisfaction).The result came up with 88% being

satisfied with their job ( Edona e ka bo 85%).The most satisfied workers were in the

professional, managerial & executive occupations. Hoppocks research is significant for two

reasons:

1. He developed one of the contemporary job attitude surveys & a template for data collection

method

2. Hoppocks results have been replicated repeatedly over the years (55 years), showingmore or less the same consistency.

In the very end, both the Hawthorne and Hoppock studies influenced the way I/O psychologists

currently perceive job satisfaction: As a relatively enduring attitude shaped largely by social &

interpersonal processes in the work environment.

3) THEORIES OF JOB SATISFACTION

A. Two-Factor Theory-it is a descriptive theory that attempts to explain how job satisfaction is

affected by the presence of extrinsic job factors such as salary and working conditions, and

intrinsic factors such as responsibility and achievement.

Harzberg et al. maintained that satisfaction and dissatisfaction are actually different concepts.

They conducted an empirical study over 200 engineers and accountants about their jobs. Data

collected indicated that good feelings were associated with such job related factors as

achievement, responsibility, advancement, recognition. Bad feelings were associated with

environmental conditions, supervision, salary, job security, interpersonal relationships at work,

rules& practices etc. From this data, Herzberg proposed the Motivator-hygiene Theory, or the

Two-factor Theory. This theory assumes everyone has two types of needs: Hygiene and

Motivator needs.

Hygiene needs not fulfilled => worker is dissatisfied. Fulfillment of such needs DOES NOT

produce satisfaction, but rather a state of neutrality.E.g. Garbage not collected in the office

(unhappy, bother you maybe, but not make you dissatisfied)

Motivator needs not fulfilled => worker is not satisfied

Motivator needs fulfilled => worker is satisfied.


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Herzbergs view was that satisfaction & dissatisfaction are separate states. E.g., when workers

obtain a sense of achievement and responsibility at work, they feel satisfied. However, when

they do not obtain such a sense; they do not feel satisfied (which is different from feeling

dissatisfied). According to Herzberg, one can feel satisfaction and dissatisfaction simultaneously

because they are qualitatively different states! Herzberg was heavily criticized for the data

collection he had made:

a. Critical incidents procedure: where one is told to recall especially good and bad job-

related incidents

b. Because people want to present themselves in favorable light, they attribute the good

incidents to themselves and their efforts (achievement, recognition, etc.) vs. attribute the bad

incidents to other factors in the work environment (supervision, working conditions, etc.)

As a result, motivators might have been more associated with satisfaction and hygiene factors

more with dissatisfaction. Nonetheless, its lasting value: Focused attention on the motivators,

such as achievement and responsibility, on worker attitudes.

B. Comparison Theories of job satisfaction draw upon the concepts of needs and values.

According to these theories, we examine what we obtain from our jobs and then determine if

that matches what we need or value. Comparison theories are process-oriented theories that

ask workers to consider how much of some characteristics they have in their present job and

how much of this characteristics they would like to have in their present job. Lawler (1973)

incorporated the concept of attained vs.

desired needs in his model of facet satisfaction (Facet = satisfaction with different (facet)

components of the job are considered in these evaluations). The model draws concepts from

Equity Theory; workers ultimately determine their job satisfaction by comparing their relevant

inputs and outputs to referent (comparison) other/s. E.g., In determining her job satisfaction,

Ana considers her MBA degree + 10 years of experience. Her comparison has a BA and 7

years of experience. They both hold managerial positions, but the comparison other has fewer

responsibilities and a slightly higher salary. Thus, after weighting these factors, Ana feels

dissatisfied with her pay.

Need comparison theory assumes that people make rational and logical comparisons among

what they have, what relevant others have, and what they need. However, psychologists haveproven that people are not rational decision-makers.

C. Opponent Process Theory- Landy (1978)proposed a unique theory of job satisfaction.

Unlike the cognitive processes emphasized in comparison theories, Landy hypothesized that job

attitudes stem from ones physiological state. Opponent process theory assumes that when you

experience an extreme emotional state, central nervous system mechanisms attempt to bring


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you back to a state of emotional equilibrium or neutrality. In returning to neutrality, the emotional

state may even surpass equilibrium and progress

to the opposite emotional state. E.g., After obtaining a salary increase, you probably feel happy,

even elated. This emotional state decreases over time to a neutral state, or perhaps to a slightly

depressed or unhappy state.

According to the theory, the magnitude of the opponent process changes over time, increasing

each time it is activated. Consequently, upon receiving future salary increases, your eventual

opponent process reaction will be considerably more negative than prior reactions.

4) HIGH PERFORMANCE CYCLE

Locke and Latham (1990) proposed a integrated model of work motivation and satisfaction that

they called High Performance Cycle. It utilizes the motivational framework of Goal-Setting

Theory. This model predicts that high goals and high success expectations lead to high

performance. High performance, in turn, produces rewards, satisfaction, and commitment to

future goals.

5) THE MEASUREMENT OF JOB SATISFACTION

Early job satisfaction researchers developed their own satisfaction questionnaires. This fact

created problems in comparisons since for E.g., one measures satisfaction with supervisor &

co-workers, while another one measured it with the work itself. Nowadays job satisfaction is

measured as an overall attitude (belief, feeling or action tendency toward an object, in this case

the job) toward the job, with the use of a self-report format (requires respondents to report their

attitudes toward their jobs).

Three of the most widely used standardized job satisfaction scales are:

a) Faces Scale-is the oldest single-item scale by Kunin (1955). It requires respondents to

indicate their job satisfaction by checking the human face most closely to their feelings about

ones job. Both female and male versions exist. It is acceptable as a global measure of job

satisfaction.

b) Minnesota Satisfaction Questionnaire (MSQ)- Weiss et. al (1967) devised a 100-item job

satisfaction scale, divided in 5 dimensions (each has a 20 facet scales):

Satisfaction with advancement

Satisfaction with compensation

Satisfaction with coworkers

Satisfaction with responsibility

Satisfaction with working conditions.

It is an instrument with superior measurement properties (good reliability & validity).


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c) Job Descriptive Index (JDI)-it is developed specifically to measure satisfaction with

different job components of facets. Smith et. al (1969) created JDI by systematically developing

and testing over 100 potential items

Respondents are required to check off the adjectives or phrases that describe their job

It is based on 5 facet satisfaction scales:

Work itself

Pay

Promotion opportunities

Supervision

Co-workers

The facets are not summoned into an overall job satisfaction score; rather, different scores foreach facet .The most widely used measure of

job satisfaction today!

6) CORRELATES OF JOB SATISFACTION

Job satisfaction varies as a function of personal characteristics (age, sex, race, perhaps even

personality). E.g., the media often reports that women, black & older people are more or less

satisfied than the typical young, white, male worker.

GENDER: Two reviews of research on gender-related differences in global job satisfaction

(Brush et. al., 1987; Smith et. al., 1991) No difference was found between the job satisfaction ofmen and women. The calculated correlation in both reviews was near 0.So far, researchers

agree that any possible changes in sex differences are surrogates for differences in pays,

education, tenure, and job level.

RACE: Most research has focused on race differences in job satisfaction. Consistently, the data

reveal that black workers are not as satisfied as white workers. Moch (1980) disentangled the

relationship between race and job satisfaction in white, black and Hispanic samples by

examining two potential reasons for racial differences in satisfaction: Cultural factors: Cultural

differences in values and expectations (E.g., African American may value interpersonal

relations at work more than white, because they have a cultural norm for affiliation) and

Structural factors: Organizational factors that contribute to this differences (E.g., African

American may not have ready access to mentoring relationships with (white) senior managers).

AGE: Research shows that global job satisfaction does increase with age for all demographic

groups including women and minorities.

PERSONALITY: Findings that people with high internal Locus of Control (the belief that they are

responsible for their own successes and failures), high self-esteem and a sense of


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turnover). However, if the search reveals

unfavorable alternatives, the employee will

probably develop instead an intention to stay,

which directly predicts staying. Research has supported the model: Job satisfaction was morehighly related to thinking of quitting and intention to search than to actual turnover. However,

intention to quit or stay was significantly related to actual turnover.

Turnover sometimes can be quite functional; that is, these employees that leave are usually

marginal or unsatisfied. Organization presumably benefits because these positions can be filled

with more successful employees. Because of personal risks involved (i.e., not finding another

job and meeting financial needs), turnover, more than absenteeism, is related to external market

conditions. Thus, turnover is higher in good economic times, than in poorer economic times.

8) OTHER JOB ATTITUDES: JOB INVOLMENT

Job Involment is defined as the extent to which a person psychologically identifies with his/her

job. Jobs occupy a central role in job-involved peoples lives. Any change in ones employment

conditions or status can seriously affect ones psychological well-being and self-esteem. An

employee who works overtime to finish a project, or one who takes pride in work

accomplishments, are highly job-involved people. Job involvement is a relatively stable personal

characteristic based in personal value orientations. Thus, it is less evoked by environmental

factors, and conceptually distinct from job satisfaction. Lodahl & Kejner (1965) developed a 20-

item scale of job involvement measurement; it is most widely used measure. Value-orientation

items may be more or less important than situational items in defining job involvement.Correlates of job involvement, show pretty much the same magnitude as job satisfaction:

Older workers report higher levels of job involvement

No sex differences

Highly involved workers are less apt to be absent from work or quit their jobs

9) ORGANIZATIONAL COMMITMENT:

Is defined as a workers identification with and involvement in a particular organization

Embodies 3 concepts:

1. Readiness to exert effort on behalf of the organization

2. Acceptance of organizational goals and values

3. Desire to remain with the organization


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It is thought to be more global and enduring than job satisfaction. Organizational commitment

refers to employee attitudes about the whole organization and therefore is probably less

influenced by daily events (e.g., disagreement with the supervisor). Like the highly involved

worker, the highly committed worker takes his/her job seriously. However, loyalty of the highly

committed worker resides with the organization, and not the job or work. Generally, the most

commonly measured dimensions are:

Affective or attitudinal dimension: emotional attachment to and involvement and

identification with the organization. Positively correlated with job performance

Continuance commitment: behavioral dimension; it is the perceived costs associated with

leaving the organization (e.g., pension plans).Negatively correlated with job performance.

Job satisfaction, job involvement and organizational commitment are distinct, independent

constructs, although they do overlap in a lot of research designs .Job satisfaction is the one that

is mostly researched. The future holds great promise on multiple attitudes integration.

https://sites.google.com/a/g.rit.edu/auknotes/industrial-organizational-psychology/chapter-04-job-attitudes
https://sites.google.com/a/g.rit.edu/auknotes/industrial-organizational-psychology/chapter-04-job-attitudeshttps://sites.google.com/a/g.rit.edu/auknotes/industrial-organizational-psychology/chapter-04-job-attitudeshttps://sites.google.com/a/g.rit.edu/auknotes/industrial-organizational-psychology/chapter-04-job-attitudeshttps://sites.google.com/a/g.rit.edu/auknotes/industrial-organizational-psychology/chapter-04-job-attitudeshttps://sites.google.com/a/g.rit.edu/auknotes/industrial-organizational-psychology/chapter-04-job-attitudes

4 types of job attitudes

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