1 Dr. Fred Mugambi Mwirigi JKUAT Sunday, October 18, 20151.

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1 Dr. Fred Mugambi Mwirigi JKUAT Monday, June 27, 2022 1

Transcript of 1 Dr. Fred Mugambi Mwirigi JKUAT Sunday, October 18, 20151.

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Dr. Fred Mugambi MwirigiJKUAT

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AttitudesAttitudes are evaluative statements or judgments

concerning objects, people, or events. They emanate from belief systems.

Attitudes have the following components:

1. Cognitive Component- The opinion or belief segment of an attitude

2. Affective Component- The emotional or feeling segment of an attitude

3. Behavioural Component- An intention to behave in a certain way toward someone or something

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Attitudes contd. Attitudes are complex. If you ask people their

attitudes towards something like, soccer, you may get a simple response but the reasons underlying the response are probably complex.

The components of attitudes are closely related and the cognition and affective components are inseparable. E.g. if an employee didn’t get a promotion that she thought she deserved (cognition), the employee strongly dislikes her supervisor (affective), and the employee seriously looks for another job (behaviour).

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Attitudes contd.

Attitudes change as a function of experience Attitudes form directly as a result of experience. They may emerge due to direct personal

experience, or they may result from observation. Social roles and social norms can have a strong

influence on attitudes. Social roles relate to how people are expected to

behave in a particular role or context. Social norms involve society's rules for what

behaviors are considered appropriate.

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The Theory of Cognitive Dissonance and its influence on behavior

Theory by Leon Festinger

Any incompatibility between two or more attitudes or between behaviour and attitudes.

People seek consistency among their attitudes, and between their attitudes and behaviour. They seek to reduce this gap, or ‘dissonance’.

Desire to reduce dissonance depends on:

• Importance of elements creating dissonance

• Degree of individual influence over elements

• Rewards involved in dissonance

Desire to reduce dissonance depends on:

• Importance of elements creating dissonance

• Degree of individual influence over elements

• Rewards involved in dissonance

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Cognitive Dissonance Contd.

When there is an inconsistency (cognitive dissonance) forces are initiated to return the individual to equilibrium where attitudes and behaviour are again consistent.

If the elements creating dissonance are relatively unimportant the pressure to correct the imbalance will be low.

When the elements are important dissonance can be reduced through a change in behaviour, or attitude.

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Cognitive Dissonance Contd.

The degree of influence that individuals believe that they have over the elements will impact how they react to the dissonance. If they perceive no control, they are less likely to be receptive to attitude change.

High rewards accompanying high dissonance tend to reduce the tension inherent in the dissonance.

In an organisation the theory can help to predict the propensity to engage in attitude and behavioural change.

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Attitude Vs Behavior

Recent research has demonstrated that attitudes significantly predict future behaviour

Important attitudes reflect fundamental values, self-interest, or identification with individuals or groups that a person values.

The more specific the attitude the more specific the behaviour.

Attitudes that are easily remembered are more likely to predict behaviour.

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Contd.

Discrepancies between attitudes and behaviour are more likely to occur when social pressures to behave in certain ways hold exceptional power.

The attitude-behaviour relationship is likely to be much stronger if an attitude refers to something with which the individual has direct personal experience.

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Attitudes vs. Job Satisfaction

Job satisfaction is an individual’s general attitude toward his/her job

A high level of job satisfaction equals positive attitudes toward the job and vice versa

Attitudes have a direct effect on job satisfaction.

Negative attitudes tend to reduce job satisfaction while positive attitudes tend to raise the levels of job satisfaction

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Average Job Satisfaction Levels by Facet

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How Employees Express Dissatisfaction

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How Employees Express Dissatisfaction

Active

Passive

Dest

ruct

ive

cons

truct

ive

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The Effect of Job Satisfaction on Employee Performance

Satisfaction and Productivity Satisfied workers are more productive

and more productive workers are more satisfied!

Worker productivity is higher in organisations with more satisfied workers.

Satisfaction and Absenteeism Satisfied employees have fewer

avoidable absences.

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Effect of Job Satisfaction on Employee Performance Contd.

Satisfaction and Turnover

Satisfied employees are less likely to quit. Organisations take actions to retain high

performers and to weed out lower performers.

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Job Satisfaction vs. Customer Satisfaction

Satisfied workers provide better customer service. Satisfied employees increase customer

satisfaction because: They are more friendly, upbeat, and responsive. They are less likely to turnover, which helps build

long-term customer relationships. They are experienced. Dissatisfied customers increase employee job

dissatisfaction.

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Job involvement

Job involvement measures the degree to which a person identifies psychologically with his/her job and considers his/her perceived performance level important to self-worth.

A related concept is psychological empowerment which is the employees’ belief in the degree to which they impact their work environment, their competence, the meaningfulness of their job, and the perceived autonomy of their work.

High levels of job involvement and psychological empowerment are positively related to organisational citizenship and job performance.

High job involvement is found to be related to fewer absences and lower resignations rates.

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Organisational commitment

A state in which an employee identifies with a particular organisation and its goals, and wishes to maintain membership in the organisation.

There are three separate dimensions to organisation commitment:

1. Affective commitment – an emotional attachment to the organisation

2. Continuance commitment – perceived economic value of remaining with the organisation

3. Normative commitment – an obligation to remain because of ethical or moral reasons

There is a positive relationship between organisational commitment and job productivity

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Measuring Employee Attitudes

The most popular method for measuring attitudes, because of its ease of implementation and speed of results, is through the use of attitude surveys.

Attitude surveys elicit responses from employees through questionnaires on how they feel about their jobs, work groups, supervisors, and the organisation.

The typical attitude survey presents the employee with a set of statements or questions with a rating scale indicating the degree of agreement.

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Attitude Surveys Contd. An individual’s attitude score is achieved by summing up

responses to the questionnaire items, the scores can be averaged for work groups, teams, departments, divisions or the organisation as a whole.

Results from attitude surveys can frequently surprise management.

A complicating factor is that attitude surveys can be viewed sceptically or suspiciously by many employees concerned about confidentiality. Using an outside body to conduct and analyse the data can help to reduce concerns.

Using attitude surveys regularly provides managers with valuable feedback on the perception of employees towards working conditions.

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Measuring Job Satisfaction

Jobs require interaction with co-workers and bosses, following organisational rules and policies, meeting performance standards, living with working conditions that are often less than ideal, and the like.

This means that an employee’s assessment of how satisfied or dissatisfied he or she is with his/her job is a complex summation of a number of discrete job elements.

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Ways of Measuring Job Satisfaction

1. The single global rating method- asking individuals to respond to one question, such as “All things considered, how satisfied are you with your job?”

2. A summation of job facets: It identifies key elements in a job and asks for

the employee’s feelings about each one ranked on a standardised scale.

Typical factors that would be included are the nature of the work, supervision, present pay, promotion opportunities, and relations with co-workers.

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Conclusion The level of employee satisfaction has a direct

and cyclic relationship with the level of customer satisfaction.

If customers are dissatisfied employees tend to get even more dissatisfied.

The nature of retaliatory response elicited by employees can help a manager understand the level and nature of dissatisfaction.

Money is not the ultimate satisfier of either the employee or the customer.

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End