Attitudes Job Satisfaction Chapter 3 Attitudes Evaluative statementfavorable

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Attitudes & Job Satisfaction Chapter # 3

Attitudes & Job Satisfaction Chapter # 3

Attitudes • Evaluative statement-favorable or unfavorable ▫ Object ▫ People ▫ Event • How

Attitudes • Evaluative statement-favorable or unfavorable ▫ Object ▫ People ▫ Event • How one feels about something • Attitudes are complex

Topics • • • Main components of attitudes Consistency of attitudes Attitude-behavior relationship Major

Topics • • • Main components of attitudes Consistency of attitudes Attitude-behavior relationship Major job attitudes Measuring employee attitudes Job satisfaction

Components • Cognitive component/cognition ▫ Discrimination is wrong • Affective component/affect ▫ Emotional or

Components • Cognitive component/cognition ▫ Discrimination is wrong • Affective component/affect ▫ Emotional or the feeling segment ▫ I don’t like ABC because he/she discriminates against minorities

Cont’d • Behavioral component/behavior ▫ Intention to behave in a certain way ▫ I

Cont’d • Behavioral component/behavior ▫ Intention to behave in a certain way ▫ I will avoid ABC because I don’t like him/her for discrimination • Cognition & Effect are closely related • Behavior components - Organizations

Consistency • Changing words according to actions ▫ HP Vs Compaq • Cognitive Dissonance

Consistency • Changing words according to actions ▫ HP Vs Compaq • Cognitive Dissonance (Leon Festinger) ▫ Inconsistency between two or more attitudes or between behavior and attitude • Desire to reduce dissonance is determined by: ▫ Importance-of the elements creating dissonance ▫ Influence-control ▫ Reward-involved in dissonance

 • Example ▫ Tobacco Executive ▫ Bankers

• Example ▫ Tobacco Executive ▫ Bankers

Attitude-Behavior • You read the book you like or you like the book you

Attitude-Behavior • You read the book you like or you like the book you read? • Moderating Variables ▫ Importance of attitude-Fundamental values, interests ▫ Specificity-Assignment Vs Verbal direction ▫ Accessible in memory ▫ Social pressure-Profession ▫ Direct personal experience

Cont’d • Self-Perception Theory (Well supported) ▫ Behavior-Attitude: Inferring attitude from past behavior ▫

Cont’d • Self-Perception Theory (Well supported) ▫ Behavior-Attitude: Inferring attitude from past behavior ▫ You eat food you like or you like a food after eating it? • General rule: Infer attitude from behavior • Establish well defined attitude • Attitude guide behavior

Job Attitudes • Job Satisfaction ▫ Positive feeling about a job, resulting from an

Job Attitudes • Job Satisfaction ▫ Positive feeling about a job, resulting from an evaluation of its characteristics • Job Involvement ▫ Degree to which people identify psychologically with their job ▫ Consider their perceived performance level important to self-worth

Cont’d • Organizational Commitment ▫ Employee identifies with a particular organization and its goals

Cont’d • Organizational Commitment ▫ Employee identifies with a particular organization and its goals and wish to remain a member. • Perceived Organizational Support • Employee Engagement ▫ Individual’s involvement with, satisfaction with, and enthusiasm for, the work one does.

Job Satisfaction • The Single Global Rating • The summation of job facets •

Job Satisfaction • The Single Global Rating • The summation of job facets • Which one is better? • What causes job satisfaction? ▫ Pay? ▫ Personality?

Impact of Satisfaction • Exit ▫ Leaving the organization • Voice ▫ Actively and

Impact of Satisfaction • Exit ▫ Leaving the organization • Voice ▫ Actively and constructively trying to improve • Loyalty ▫ Passively but optimistically waiting for improvements • Neglect ▫ Passively allows conditions to worsen

Cont’d • • • Job Performance Organizational Citizenship Behavior (OCB) Customer Satisfaction Absenteeism Turnover

Cont’d • • • Job Performance Organizational Citizenship Behavior (OCB) Customer Satisfaction Absenteeism Turnover Workplace Deviance