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Organization Behavior

Attitudes And Job Satisfaction

Prepared by Abdallah Abdelal

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How you describe the following pictures?

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Attitudes

Adam believes that loud music is annoying, feels

uncomfortable in night clubs, avoids being involved in a

conversation with people talking loudly.

Smith believes that there is no fairness in rewards at his

work, so he is always in a bad mood while working, at the

end he intended to voluntary leave his organization.Attitude is evaluative

statements or

judgments either

favorable or unfavorable

concerning objects,

people, or events.

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Attitudes

Understanding others attitudes is very complex task,

Attitudes reflects how we feel about something. To

understand what forms an attitude press here

I love my job.

I love my

home.

I love my car.

What happens here, is that those

guys are expressing their attitudes about their job, home

and car.

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Components Of Attitudes

Cognitive = Evaluation

Affective = Feeling

Behavioral = Action

My boss

treats me

unfairly.

I dislike my boss.

I quit my job.

Negative attitude towards

boss

HR professio

nals makes a

lot of money.

I am motivat

ed to work in

HR.

I am looking for HR

position.

Positive attitude

toward HR career

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Components Of Attitudes

Cognitive component

Affect component

Behavioral component

The opinion or belief segment of

an attitude.

The emotional or feeling segment of

an attitude

An intention to behave in certain

way to toward someone or something .

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Behavior And Attitude

What you think or

feel about something

or someone

How you will

respond toward

something or

someone

Behavior Attitude

Do you think attitudes

follow from behavior?

Do you think behavior

follow from attitudes?

OR

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Behavior and Attitudes

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Behavior And Attitudes

Early researches assumes that attitudes people hold

determine what they do, simply people wear colors they like,

watch movies they like.

But what if your birthday gift was a nice black jacket while you

don’t like black?

In that case, you will wear the jacket which is not your attitude

about black, and if someone asks you about the jacket you

would change your attitude and say black jackets are the best.

When attitudes follow from behavior, people are dealing with

cognitive dissonance.

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Dimensions Of Attitudes

Attitude strength: Strong attitudes are

those that are firmly held and that highly

influence behavior.

Attitude accessibility: The accessibility of

an attitude refers to the ease with which it

comes to mind.

Attitude ambivalence: Ambivalence of an

attitude refers to the ratio of positive and

negative evaluations that make up that

attitude.

strength

accessibility

ambivalence

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The influences of attitudes on behavior

If there are few outside influences, attitude guides behavior.

Behavior is guided by attitudes that come to mind easily.

Adam believes that the boom-boom is not good, he always judge people doing it, but when he is alone in

trouble he do it.

Jessica has an attitude of mistrust and annoyance toward telemarketers, so he immediately hangs up the phone whenever she realizes he has been contacted

by one.

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The influence of behavior on attitude

The Foot-in-the-Door Phenomenon

People tend to be more likely to agree to a difficult request if

they have first agreed to an easy one. This is called the foot-

in-the-door phenomenon.

Social Norms and Social Roles

Social norms are a society’s rules about appropriate

behavior. Norms exist for practically every kind of situation

Social roles are patterns of behavior that are considered

appropriate for a person in a particular context

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Attitude change

Learning Theory

Learning theory says that attitudes can be formed and changed

through the use of learning principles such as classical conditioning,

operant conditioning, and observational learning.

Classical conditioning:

The emotional component of attitudes can be formed through

classical conditioning. For example, in a billboard ad, a clothing

company pairs a sweater with an attractive model who elicits a

pleasant emotional response. This can make people form a positive

attitude about the sweater and the clothing company.

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Attitude change

Operant conditioning:

If someone gets a positive response from others when she

expresses an attitude, that attitude will be reinforced and will

tend to get stronger. On the other hand, if she gets a negative

response from others, that attitude tends to get weaker.

Observational learning:

Seeing others display a particular attitude and watching

people be reinforced for expressing a particular attitude can

make someone adopt those attitudes.

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Major Job Attitudes

Job Satisfactio

n

Job Involveme

nt

Organizational

Commitment

Employee Engageme

nt

Perceived Organizational Support

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Job Involvement

Job involvement is the degree to which a person identifies with a job, actively participates in it, and consider performance important to self-worth.

Employees who feels that the can influence their work environment, their competence, the meaningfulness of their job, and their perceived autonomy are showing high levels of psychological empowerment.

How to increase job involvement?

High levels of job involvement and

psychological empowerment

+

• Job performance• Organization

citizenship

_

• Absences• Resignation rate

+

_

• Involve employees in decision making.

• Make them feel their work is important.

• Provide external feedback.

• Show them their rate of contributions

toward organizational and departmental

achievements.

• Give them autonomy on how to do things.

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Organizational Commitment

The degree to which an employee identifies with a particular organization and its goals and wishes to maintain memberships in the organization.

Types of Organizatio

nal Commitmen

t

Affective commitme

nt

Normative

commitment

Continuance

commitment

i will stay with my ORG because of its values.

i will stay with my ORG because of its benefits.

i will stay with my ORG because of the training

they provided me.

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Organizational Commitment

Affective commitment is an emotional attachment to an

organization and belief in its values.

Continuance commitment is the perceived economic value

of remaining with an organization compared with leaving it.

Normative commitment is an obligation to remain with an

organization for moral or ethical reasons.

Facts about organizational commitment The relationship between performance and commitment is stronger

with new employees. Affective commitment is related more to organizational performance

than continuance commitment. Continuance commitment decrease the intention to quit but

increase absence rate and lower job performance.

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Perceived Organizational Support

A degree to which employees believe an organization values their contribution and cares about their well-being.

How to increase POS? Fair rewards system. Supportive supervisors. Employee participation in decision making.

Strong POS

High levels of OCB

Low levels of tardiness

Better

customer services

Treat your employees the way you want them to treat your

customers!!!!

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Employee Engagement

The employee’s involvement with, satisfaction with, and

enthusiasm for the work he/she does.

Engaged employees are passion for their wok and

organization.

Organizations with high engagement levels experience the

following

Higher customer service satisfaction.

Higher profits.

More productive.

Low turnover.

Low accidents.

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Job Satisfaction

Job satisfaction is a positive feeling about

one’s job resulting from an evaluation of its

characteristics.

Employees with high levels of job satisfaction

hold positive feelings about their jobs, while

employees with low levels of job satisfaction

hold negative feelings about their jobs.

According to its importance and direct impact

on job performance we will study it in details.

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Job Satisfaction History

First concerns about job satisfaction was in the 1930s.

Measuring worker attitudes was firs developed in 1934.

In 1935 Hoppock conducted a study that focused explicitly on job satisfaction that is affected by both nature of the job and relationships with coworkers and supervisors.

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Job satisfaction Theories and Models

Affect theory

Job characteristics

model

Two-factor theory

(motivator-hygiene theory)

Dispositional approach

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Affect Theory

Edwin A. Locke’s Range of Affect Theory 1976 is arguably the most famous job satisfaction model. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. I

value money!

High pay satisfies him.Low pay dissatisfies him.

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Two-Factor Theory

Frederick Herzberg’s two-factor theory (also known as motivator-hygiene theory) attempts to explain satisfaction and motivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors – motivation and hygiene factors, respectively.

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The job characteristics model Hackman & Oldham proposed the job characteristics model, which is

widely used as a framework to study how particular job characteristics impact on job outcomes, including job satisfaction.

Skills variety

Task identity

Task significance

Autonomy

Feedback

Meaningful of work

Responsibility for outcomes

Knowledge of results

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The Dispositional Approach

The dispositional approach suggests that individuals vary in their

tendency to be satisfied with their jobs, in other words, job

satisfaction is to some extent an individual trait.

This approach became a notable explanation of job satisfaction in

light of evidence that job satisfaction tends to be stable over time

and across careers and jobs.

Research also indicates that identical twins raised apart have similar

levels of job satisfaction.

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The Dispositional Approach A significant model that narrowed the scope of the dispositional approach was the

Core Self-evaluations Model, proposed by Timothy A. Judge, Edwin A. Locke, and

Cathy C. Durham in 1997.

Judge et al. argued that there are four Core Self-evaluations that is a bottom-line

conclusions individuals have about their capacity, competence, and worth as a

person.• Individual beliefs about his

competenceSelf-

Efficacy

• Individual belief about his value

Self-Esteem

• Individual belief that he has control on his own life

Locus Of Control

• Personality trait that express a lot of anger, anxiety, envy and depressed mood

Neuroticism

Four Core Self-

Evaluations

JOB SATISFACTI

ON

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Monitoring performance to measure job satisfaction

Performance can be a method for measuring job satisfaction, simply

employees who held positive attitudes toward their job are willing to excel in

their performance if other factors affecting performance are held consistent.

If an employee is provided with resources, training, and good pay then if he

likes the job he will do it well, if not he will not do it right.

Combining performance monitoring with interviews would provide the

management with great analysis of data to determine job satisfaction levels

and their causes.

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Monitoring performance to measure job satisfaction

Performance indicators to measure job satisfaction

Observing employees at the first day in the week and the last day in the

week, employees tend to be less productive in Mondays and Fridays, but with

high job satisfaction they will feel. enthusiastic to go to work after weekend

and perform well.

Observe employee’s attitudes toward participating in optional programs.

Observe performance standards but the main problem here is that employees

might perform well because of their attitude of being excellence not because

they like their jobs.

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Questionnaires

The Job Descriptive Index (JDI), is

a specifically cognitive job

satisfaction measure. It measures

one’s satisfaction in five facets:

The scale is simple, participants

answer either yes, no, or can’t

decide (indicated by ‘?’) in response

to whether given statements

accurately describe one’s job.

Pay

the work itself.

supervision

coworkers

promotions and

promotion

opportunities

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Questionnaires

Other job satisfaction questionnaires include:

the Minnesota Satisfaction Questionnaire (MSQ), The MSQ measures

job satisfaction in 20 facets and has a long form with 100 questions

(five items from each facet) and a short form with 20 questions (one

item from each facet).

the Job Satisfaction Survey (JSS), and the JSS is a 36 item questionnaire

that measures nine facets of job satisfaction.

Faces Scale. Finally, the Faces Scale of job satisfaction, one of the first

scales used widely, measured overall job satisfaction with just one item

which participants respond to by choosing a face.

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What Satisfies Employees?

• Personality• Emotions • Psychologic

al well being

• Job design• Communication

load• Relationship

with management

• Employee recognition

• Working conditions

• Coworkers support

• Flexible work

• Pay• Reward

fairness• Promotion• Promotions• Career

growth• Retirement

plan

Individual Work itself Monetary

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Impacts Of Job Dissatisfaction

EXIT Behavior directed toward

leaving the organization

.

VoiceActive and

constructive attempts to

improve conditions.

Loyalty Passively

waiting for improving conditions.

Neglect Allowing

conditions to worsen.

Active

Passive

Constructive Destructive

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Impacts Of Job Satisfaction

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Impacts Of Job Satisfaction

Job satisfaction and job performance the relationship between job

satisfaction and job performance are not so strong. There is no evidence that

happy employees will perform better. But more than 24 studies showed that

organizations with high job satisfaction perform more effectively than others.

Job satisfaction and OCB satisfied employees always talk good about

the organization, help others, do more than expected from them to show

their feelings toward the organization.

Job satisfaction and absenteeism the relationship between the two

variables are moderate to low, especially when organizations offer days off

benefits, that is provided for both satisfied and dissatisfied employees.

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Impacts Of Job Satisfaction

Job satisfaction and job performance the relationship between job

satisfaction and job performance are not so strong. There is no evidence that

happy employees will perform better. But more than 24 studies showed that

organizations with high job satisfaction perform more effectively than others.

Job satisfaction and OCB satisfied employees always talk good about

the organization, help others, do more than expected from them to show

their feelings toward the organization.

Job satisfaction and absenteeism the relationship between the two

variables are moderate to low, especially when organizations offer days off

benefits, that is provided for both satisfied and dissatisfied employees.

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Impacts Of Job Satisfaction

Job satisfaction and customer

satisfactionBetter

services

Satisfied customers

Satisfied employees

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References

Organizational behavior by Stephen

Robbins and Timothy A.Judge

www.Wikipedia.org

www.Psychlopidia.wikispaces.com

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Thank You