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UNIT 6: Attitudes and Job Satisfaction - Coggle Diagram
UNIT 6: Attitudes and Job Satisfaction
Relationship between attitudes and behaviour
Yes, attitudes and behavior are related to each other.
The closer the match between attitude and behavior, the stronger the relationship.
High social pressure can reduce the relationship and lead to dissonance
Attitudes predict Behavior
Powerful moderators of the attitude-behavior are:
Importance of the attitude
Accessibility
Correspondence to behavior
Existence of social pressures
Personal and direct experience of the attitude
Components of attitude
Affective
Emotional or feeling segment
Behavioral
Intention in a certain way to something
Cognitive
Opinion or belief segment
Cause of Job Satisfaction
Pay
No relationship between amount of pay and job satisfaction
Money may bring happiness, but not necessarily job satisfaction
Personality
Negative people are usually not satisfied with their jobs
Those with positive core self evaluation are more satisfied with thier jobs
Major Job Attitudes
Job Satisfaction
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
Identifying with a particular organization and its goals, while wishing to maintain membership in the organization
Three dimension
affective
emotional attachment to organization
continuance commitment
economic value of staying
normative
moral or ethical obligations
Perceived Organizational Support (POS)
Degree to which employees believe the organization values their contribution and cares about their well-being
high POS is related to higher OCBs and performance
Employee Engagement
The degree of involvement with satisfaction with, and enthusiasm for the job
Compare and contract the major job attitudes
these attitudes are highly related
variables may be redundant
there is also a lot of overlap
Employee responses to dissatifaction
Exit
behavor directed toward leaving the organization
Voice
active and constructive attempts to improve conditions
Loyalty
passively waiting for conditions to improve
Neglect
allowing conditions to worsen