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Unit 6 Attitudes and Job Satisfaction anjs - Coggle Diagram
Unit 6 Attitudes and Job Satisfaction
Major Job Attitude
Psychological Empowerment
Organizational Commitment
Continuance Commitment - economic value of staying
Affective - emotional attachment to organization
Normative - moral or ethical obligations
Job Involvement
Perceived Organization Support - Employees believe the organization values their contribution and cares about their well being
Job Satisfaction
Employee Engagement - Engaged employees are passionate about their work and company
Job Satisfaction
Measured by
Single gloving rating
Summation score
Causes
Pay influences job satisfaction only to point
Personality ( negative people are not satisfied with their job
Primary Job attitude measured
Employee responses to dissatisfaction
Exit ( behavior towards leaving the organization)
Voice ( active and constructive attempt)
Neglect ( allowing condition to worsen)
Loyalty ( passively waiting for condition to improve)
Outcomes of Job Performance
Job performance
-more productive workers(productive workers are satisfied)
Organizational citizenship behavior
-satisfaction influence OCB through perception of fairness
Customer Satisfaction
-increase customer satisfaction and loyalty
Absenteeism
-satisfied employees less likely miss work
Turnover
-employees are less likely to quit
Workplace deviance
Global Implications
Most research of job satisfaction has been in U.S
Western workers are more satisfied than Eastern workers because Westerners emphasizes
-positive emotions
-individual happiness
Summary and Managerial Implications
Managers should watch employee attitudes
Managers should try to increase job satisfaction and generate positive job attitudes
-Reduce costs by lowering:
1) turnover
2) absenteeism
3) tardiness
4) theft
5) increase OCB
Focus on intrinsic parts of the jobs
THREE components of attitudes
1) Cognitive
2) Affective
3) Behavioral
Does Behavior Always Follow From Attitude
Leon Festinger
-No, the reverse is sometimes true
Cognitive dissonance
-Any incompatibility between two or more attitudes, or between behavior and attitudes
Desire to reduce dissonance depends on importance of elements, degree of individual influence, rewards involved in dissonance.
Predicting behavior from attitude
Important attitude have a strong relationship to behavior
The more frequently expressed an attitude, the better predictor it is
High social pressures reduce the relationship and may cause dissonance
Attitudes based on personal experience are stronger predictors
Moderators of the attitude-behavior relationship
Importance of attitude
Correspondence to behavior
Accessibility
Existence of social pressures
Personal and direct experience of attitude
