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Attitudes and Job satisfaction (Job satisfaction and (Job performance:…
Attitudes and Job satisfaction
Attitude
definition: evaluative statements or judgement concerning objects, people or events
Main components
Cognitive component: opinion or belief segment of an attitude
Affective component: emotional por feeling segment of an attitude
Behavioral component: intention to behave in a certain way towards someone or something
Does behavior always follow from attitudes? no.
Cognitive dissonance: any incompatibility between two or more attitudes or between behavior and attitudes
people seek consistency among their attitudes and between their attitudes and their behavior by altering
attitude
or
behavior
or by developing a
rationalization
for the discrepancy
depends on:
degree of individual influence
importance of the element
the rewards of dissonance
Moderating variables:
importance of the attitude
its correspondence to behavior
its accessibility
whether exist social pressure
direct experience with the attitude
Does behaviouralways follow from attitudes?
•Self-presentation / Impression Management
•Self-perception
•Organizational roles
Major job attitudes
Job Satisfaction
• A positive feeling about the job resulting from an evaluation of its characteristics
Job Involvement
•Degree of psychological “identification” with the job where perceived performance is important to self-worth
Psychological Empowerment
•Belief in the degree of influence over the job, competence, job meaningfulness, and autonomy
Organizational Commitment
•Attitude towards a particular organization and its goals, while wishing to maintain membership in the organization
Affective commitment: emotional attachment to the organization and a belief in its value
Continuance commitment: perceived economic value of remaining with an organization compared to leaving it
Normative commitment: obligation to remain with the organization for moral or ethical reasons
Perceived Organizational Support (POS)
•Degree to which employees believe the organization values their contribution and cares about their well-being
•Higher when rewards are fair, employees are involved in decision-making, and supervisors are seen as supportive
Employee Engagement
•The degree of involvement with, satisfaction with, and enthusiasm for the job
Are these job attitudes really all that distinct? no, highly related
Satisfaction
Measuring job satisfaction:
Single global rating
: a response to one question “All things considered, how satisfied are you with your job” => circle a number between 1 and 5 -highly satisfied and highly dissatisfied.
Summation of job facets
: key elements in a job and asks for the employee’s feeling about each.
Key elements: nature of the work, supervision, pay, promotion opportunities and relations with co-workers
Outcome
Job Performance:
Satisfied workers are more productive AND more productive workers are more satisfied
The causality may run both ways
Organizational Citizenship Behaviors
go beyond the normal expectations in their jobs, talk positively about the organization, help others
Customer Satisfaction
Satisfied frontline employees increase customer satisfaction and loyalty
Absenteeism
Workplace Deviance:
Dissatisfied workers are more likely to unionize, abuse substances, sexual abuse, steal, be tardy, and withdraw
Turnover:
Satisfied employees are less likely to quit
Many moderating variables in this relationship
Despite the overwhelming evidence of the impact of job satisfaction on the bottom line, most managers are either unconcerned about or overestimate worker satisfaction
Cause
Personality can influence job satisfaction
Emotional stability & extra-version (happy personality)
Core self evaluations: bottom-line conclusions individuals have about their capabilities, competence and worth as a person (self-esteem, self-efficacy, locus of control)
Pay influences job satisfaction only to a point
Job design: challenging & stimulating job
Social context of their workplace:
Interdependence, feedback, social support, interaction with co-workers outside the workplace.
-
Education, job security, job autonomy, work-life balance, employee participation
Impact of satisfied and dissatisfied employees
Exit: dissatisfaction expressed through behavior directed towards leaving the organiztion
Voice: Dissatisfaction expressed through active and constructive attempts to improve conditions
Loyalty: dissatisfaction expressed by passively waiting for condition to improve
Neglect: dissatisfaction expressed through allowing conditions to worsen
Job satisfaction and
Job performance: more satisfied employees tend to be more effective
OCB: talk positively about the organization, help others and go beyond normal expectation
Customer satisfaction: increase customer satisfaction and loyalty because more friendly, upbeat and responsive, less prone to turnover
Absenteeism: not really related, more depends on other factors
Turnover: strong, affected by alternative job prospect
Work deviance: abuse, stealing at work, undue socializing and tardiness because aren't satisfied so "get even"
Managers often don't get it
global implications: cultural differences
Implications for managers: - satisfied and commiteted employees have lower rates of turnover, absenteeism and withdrawal behavior, perform better
managers want to measure job attitudes effectively
most important: focus on the intrinsic parts of the job (eg: make it more interesting and challenging)
high pay alone doesn't create satisfying work environment