Workrelated Attitudes Chapter 6 Copyright 2011 Pearson Education

Work-related Attitudes Chapter 6 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 6 -1

Learning Objectives 1. Define attitudes and work-related attitudes, and describe the basic components of attitudes. 2. Distinguish between prejudice and discrimination, and identify various victims of prejudice in organizations. 3. Describe some of the steps being taken by organizations today to manage diversity in the workforce and their effectiveness. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 6 -2

Learning Objectives 4. Describe the concept of job satisfaction and summarize four major theories of job satisfaction. 5. Describe the concept of organizational commitment, its major forms, the consequences of low levels of organizational commitment, and how to overcome them. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 6 -3

Attitude Components Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 6 -4

Prejudice § Definition § Organizational demography § Stereotypes Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 6 -5

Prejudice vs. Discrimination Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 6 -6

Bases for Prejudice § Age § Physical condition § Gender § Sexual orientation § Race and national origin § Religion Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 6 -7

Affirmative Action Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 6 -8

Diversity Management Programs Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 6 -9

Diversity Success Guidelines § Actively pursue the best people § Make sure people are accepted and fit in § Educate everyone § Focus on difference ranges between people Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 6 -10

Diversity Success Guidelines § Avoid treating someone from a certain group as special § Provide total managerial support § Assess process and progress § Pay attention to details § Plan for the future Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 6 -11

Job Satisfaction 2 -Factor Theory Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 6 -12

Job Satisfaction Dispositional Model Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 6 -13

Job Satisfaction Value Theory Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 6 -14

Job Satisfaction Social Information Processing § Adopt others’ attitudes and behaviors • Based on others’ cues Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 6 -15

Measuring Job Satisfaction § Rating scales and questionnaires • Job descriptive index • Minnesota satisfaction questionnaire • Pay satisfaction questionnaire § Critical incidents § Interviews Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 6 -16

Job Dissatisfaction Consequences § Employee withdrawal • Voluntary withdrawal • Absenteeism Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 6 -17

Unfolding Model of Voluntary Turnover Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 6 -18

Job Dissatisfaction Consequences § Weak, positive relationship with task performance § Reduced organizational citizenship behaviors § Increased occupational injuries § Influences life outside work Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 6 -19

Promoting Job Satisfaction § Pay people fairly § Improve the quality of supervision § Match people to jobs that fit their interests § Decentralize organizational power Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 6 -20

Organizational Commitment Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 6 -21

Committed Workforce Consequences § Unlikely to withdraw § Willing to make sacrifices for their organizations Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 6 -22

Organizational Commitment Development § Enrich jobs § Align company and employees interests § Recruit and select new employees whose values closely match organization values Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 6 -23

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