Please enable JavaScript.
Coggle requires JavaScript to display documents.
Attitudes and Job Satisfaction (Job Attitudes (Employee Engagement…
Attitudes and Job Satisfaction
Definition
Components
Affective
the emotional or feeling segment of an attitude
e.g 'I'm angry over how little I'm paid'
Behavioural
an intention to behave in a certain way toward someone or something
e.g 'I'm going to look for another job that pays better'
Cognitive
the opinion or belief segment of an attitude
e.g 'my pay is low'
evaluative statements or judgements concerning objects, people or events
Job Attitudes
Job Involvement
the degree to which a person identifies with a job, actively participates in it, and considers performance important to self worth
Organisational Commitment
the degree to which an employee identifies with a particular organisation and its goals and wishes to maintain membership in the organisation
Job Satisfaction
a positive attitude about ones job resulting from an evaluation of its characteristics
psychological empowerment
- employees belief in the degree to which they affect their work environment, their competence, the meaningfulness of their job, and their perceived autonomy in their work
Perceived Organisational Support (POS)
the degree to which employees believe an organisation values their contribution and cares about their well being
POS important in countries where power distance is lower
Employee Engagement
an individual's involvement with, satisfaction with, and enthusiasm for the work they do
higher levels of customer satisfaction, more productive, brought in higher profits, and experience lower levels of turnover and accidents
Reasons
having a good manager they enjoy working for
feeling appreciated by their supervisor
Attitudes and Behaviour
cognitive dissonance
- any incompatibility between two or more attitudes or between behaviour and attitudes
When there is a dissonance, people will alter either
the attitudes or the behavior, or they will develop a rationalization for the discrepancy
attitudes predict future behaviour
Desire to reduce dissonance
3 factors
influence
the degree of influence we believe we have over the elements
rewards
the rewards of dissonance
importance
importance of the elements creating dissonance
powerful moderators of the attitudes relationship
importance of the attitude
its correspondence to the behaviour
its accessibility
the presence of social pressures
whether a person has direct experience with the attitude
Outcomes of Job Satisfaction
Job Performance
happy workers are more likely to be productive
Organisational Citizenship Behaviour (OCB)
people talking positively about their
organizations, helping others, and going beyond the normal expectations of thei jobs
more satisfied with their jobs are more likely to engage in citizenship behaviour
Customer Satisfaction
Satisfied employees appear to increase customer
satisfaction and loyalty
Life Satisfaction
attitudes and experiences in life spill over into your job approaches and experiences
overall happiness linked to happiness at work
e.g unemployment
Job Satisfaction
Measuring
Single Global Rating
single question - “All things considered, how satisfied are you with your job?”
circle a number from 1-5, 'highly satisfied' - 'highly dissatisfied'
Summation of Job Facets
identifies key job elements
type of work
skills needed
supervision
present pay
culture
promotion opportunities
relationship with coworkers
respondents rate these on standardised scale, and responses formed into overall job satisfaction score
How satisfied are people with their jobs?
between 45-70%
varies with culture and economic situation
a positive attitude about ones job resulting from an evaluation of its characteristics
Causes of Job Satisfaction
Personality
Core Self Evaluation (CSE)
- believing in one's inner worth and basic competence
positive CSEs - more satisfied
Pay
correlated up until a standard level of comfortable living
is a motivator, but does not necessarily make us happy
Corporate Social Responsibility (CSR)
an organisations self regulated actions to benefit society or the environment beyond what is required by law
e.g environmental sustainability initiatives, nonprofit work, and charitable giving
CSR efforts must be well governed and sustainable for long term job satisfaction benefits
not all projects equally meaningful for job satisfaction
some organisations require employees to contribute in a prescribed manner
e.g soup kitchen
CSR measures can seem disconnected from the employee’s actual work
Job Conditions
variety
independence
training
control
managers
intrinsic nature of work itself
social interactions
supervision
Impact of Job Dissatisfaction
Responses
Voice
dissatisfaction expressed through active and constructive attempts to improve conditions
constructive and active
Loyalty
dissatisfaction expressed through passively waiting for conditions to improve
e.g defending from criticism
constructive and passive
Exit
dissatisfaction expressed through behaviour directed toward leaving the organisation
individual terminations and collective turnover
destructive and active
Neglect
dissatisfaction expressed through allowing conditions to worsen
e.g lateness, reduced effort
destructive and passive
Counterproductive Workplace Behaviour (CWB)
Absensteeism
moderate to weak negative relationship between job satisfaction and absenteeism
Turnover
strong relationship to job dissatisfaction
climate within an employee’s immediate workplace
is one of low job satisfaction leading to turnover, there will be a contagion effect
turnover more likely when job opportunities are plentiful - lots of alternatives
actions that actively damage the organisation, including stealing, behaving aggressively towards coworkers or being late or absent
follow from negative and sometimes longstanding attitudes
low satisfaction results in frustration and leads to CWB
influenced towards CWB by group norms
workers who don't like their job 'get even' in certain ways - they do this in different ways -
managers need to counteract the source rather than limit the result
Mitigating CWB
poll employee attitudes
create strong teams
integration of supervisors with teams
Managers?
some are unconcerned about satisfaction
some overestimate job satisfaction