*Chapter 3Attitudes and Job Satisfaction

*Learning ObjectivesContrast the three components of an attitude.Summarize the relationship between attitudes and behavior.Compare and contrast the major job attitudes.Define job satisfaction and show how it can be measured.Summarize the main causes of job satisfaction.Identify four employee responses to dissatisfaction.Show whether job satisfaction is a relevant concept in countries other than the United States.

*AttitudesAttitudesEvaluative statements or judgments concerning objects, people, or events.The Components of AttitudesCognitive ComponentThe opinion or belief segment of an attitudeAffective ComponentThe emotional or feeling segment of an attitudeBehavioral ComponentAn intention to behave in a certain way toward someone or somethingEvaluationFeelingAction

*Does Behavior Always Follow From Attitudes?Cognitive DissonanceAny incompatibility between two or more attitudes or between behavior and attitudesIt is inconsistent attitude behavior relationshipInconsistency creates uncomfortable situation To deal with uncomfortable situation people seek consistency to reduce cognitive dissonance They can do that by moderating variables

*Does Behavior Always Follow From Attitudes?Moderating VariablesThe most powerful moderators of the attitude-behavior relationship are:Importance of the attitudeCorrespondence to behaviorAccessibilityExistence of social pressuresPersonal and direct experience of the attitude.

*Major Job AttitudesJob SatisfactionA positive feeling about the job resulting from an evaluation of its characteristicsJob InvolvementDegree of psychological identification with the job where perceived performance is important to self-worthPsychological EmpowermentBelief in the degree of influence over the job, competence, job meaningfulness, and autonomyOrganizational CommitmentIdentifying with a particular organization and its goals, while wishing to maintain membership in the organization.Perceived Organizational Support (POS)Degree to which employees believe the organization values their contribution and cares about their well-being.Employee EngagementThe degree of involvement with, satisfaction with, and enthusiasm for the job.Affective (emotional attachment to organization) - Continuance Commitment (economic value of staying) Normative (moral or ethical obligations)

*Are Job Attitudes Distinct?No: these attitudes are highly related.Variables may be redundant(measuring the same thing under a different name)While there is some distinction, there is also a lot of overlap.

*Job SatisfactionHow to Measure Job Satisfaction?Single global rating (one question / one answer)Summation score (many questions / one average)BestOKAre People Satisfied in their Jobs?Results depend on how job satisfaction is measuredPay and promotion are the most problematic elements.

*Job SatisfactionWhat Causes Job Satisfaction?Pay influences job satisfaction only to a pointPersonality can influence job satisfactionNegative peoplePeople with positive core self evaluation (Bottom-line conclusions individuals have about their capabilities, competences, and worth as a person)

*Job SatisfactionEmployee Responses to DissatisfactionExitBehavior directed toward leaving the organization

VoiceActive and constructive attempts to improve conditions

NeglectAllowing conditions to worsen

LoyaltyPassively waiting for conditions to improve

ActivePassiveConstructiveDestructive

*Job SatisfactionOutcomes of Job SatisfactionJob PerformanceOrganizational Citizenship BehaviorsCustomer SatisfactionSatisfied workers are more productive & more productive workers are more satisfied! Satisfaction influences OCB through perceptions of fairnessSatisfied frontline employees increase customer satisfaction and loyaltyAbsenteeismTurnoverWorkplace DevianceSatisfied employees are moderately less likely to miss workSatisfied employees are less likely to quitDissatisfied workers are more likely to unionize, abuse substances, steal, be tardy, and withdraw

*Job SatisfactionManagers Often Dont Get ItDespite the overwhelming evidence of the impact of job satisfaction on the bottom line, most managers are either unconcerned about or overestimate worker satisfaction.