ch-3 attitudes and job satisfaction

8/7/2019 ch-3 attitudes and job satisfaction

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Ch-3Attitude and Job Satisfaction


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Attitudes, Emotions and Behavior

BehaviorBehavior

Perceived EnvironmentPerceived Environment

Attitude FeelingsFeelings

BeliefsBeliefs

BehavioralBehavioral

IntentionsIntentions

Cognitiveprocess

Emotionalprocess

EmotionalEpisodes


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Attitudes

Attitudes

Evaluativestatements orjudgmentsconcerning

objects,people, orevents.

Affective ComponentThe emotional or feeling segmentof an attitude.

Cognitive componentThe opinion or belief segment

of an attitude.

Behavioral ComponentAn intention to behave in a certainway toward someone or something.


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Types of Attitudes

Job Involvement

Identifying with the job, actively participating in it,and considering performance important to self-worth.

Organizational Commitment

Identifying with a particular organization and itsgoals, and wishing to maintain membership in theorganization.

Job Satisfaction

A collection of positive and/or negative feelings thatan individual holds toward his or her job.


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Employee Performance Satisfaction and Productivity

Satisfied workers arent necessarily more productive.

Worker productivity is higher in organizations with more

satisfied workers.

Satisfaction and Absenteeism

Satisfied employees have fewer avoidable absences.

Satisfaction and Turnover

Satisfied employees are less likely to quit.

Organizations take actions to retain high performers and to

weed out lower performers.


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The Theory of Cognitive Dissonance Leon Festinger, in the late 1950s, proposed theCognitive Dissonance Theory, seeking to explain the

linkage between first attitudes and then behavior. He

argued that any form of inconsistency is uncomfortableand that individuals will attempt to reduce the

dissonance. No individual can completely avoid

dissonance. However, if the elements creating the

dissonance are relatively unimportant, the pressure tocorrect this imbalance will be low. If the dissonance is

perceived as an uncontrollable result, they are less


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How Employees Can ExpressDissatisfactionExit

Behavior directed toward

leaving the organization.

Voice

Active and constructive

attempts to improveconditions.Neglect

Allowing conditions to

worsen.

Loyalty

Passively waiting for

conditions to improve.


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Responses to Job Dissatisfaction

E X H I B I T 3-6


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Job Satisfaction A person's evaluation of his or her job and work

context

A collection of attitudes about specific facets of the

job

JobSatisfaction

SupervisorSupervisorJobJob

ContentContent

CoCo--workersworkers

WorkingWorking

ConditionsConditions

Career ProgressCareer Progress

Pay andPay and

BenefitsBenefits


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Dissatisfaction

LoyaltyLoyalty

VoiceVoice

ExitExit

NeglectNeglect

Leaving the situation Quitting, transferring

Changing the situation Problem solving, complaining

Patiently waiting for thesituationto improve

Reducing work effort/quality

Increasing absenteeism


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Commitment

OrganizationalOrganizational

comprehensioncomprehension

TrustTrust

Justice & supportJustice & support

EmployeeEmployeeinvolvementinvolvement

Apply humanitarian values Support employee wellbeing

Employees trust org leadersJob security supports trust

Know firms past/present/future

Open and rapid communication Employees feel part of company Involvement demonstrates trust

Shared valuesShared values Values congruence


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Reference slides


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Your Interests

(e.g., people, math, science)

Identify Career

Possibilities

Your Strengths

(e.g., creativity,

leadership, writing)

Your Needs

(e.g., income, growth,

personal fulfillment)

Occupational

Outlook Summaries

CareerOneStop Job

Summaries & Videos

Networking, Internships, Job

Shadowing, Volunteering

Evaluate/Select a

Career

Career Planning Process


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1. Get motivated

2. Self Analysis

3. Develop a list of jobs to consider

4. Get on-line information for evaluation

5. Evaluate job options

6. Prepare a job comparison summary

7. Talk to people in occupations of stronginterest.

Career Planning Process


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Group-Focused Attention to Task

Clarity

Focus Results


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Group Relations


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Group Relations- Spiral


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The greater danger for most of us liesThe greater danger for most of us liesnot in setting our aim too high andnot in setting our aim too high andfalling short; but in setting our aimfalling short; but in setting our aimtoo low, and achieving our mark.too low, and achieving our mark.


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Thank You

ch-3 attitudes and job satisfaction

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