Attitude, Behavior & Job Satisfaction - Class

8/19/2019 Attitude, Behavior & Job Satisfaction - Class

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Organizational

Behavior

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"#1

$ttitude,

Behavior

and %o &atis'action


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Attitudes

Evaluative statements or judgments concerning objects, people, or events

Three components of an attitude:

(he(he

e)otional ore)otional or

'eeling'eeling

seg)ent o'seg)ent o'

an attitudean attitude

The opinion The opinion

or beliefor belief

segment ofsegment of

an attitudean attitude

$n intention to$n intention toehave in aehave in a

certain *aycertain *ay

to*ard so)eoneto*ard so)eone

or so)ethingor so)ething

&ee E + ! I B I ( "1

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$ttitudes -ened

Brie/y dened, an attitude represents apredisposition to respond in a 'avorale orun'avorale *ay to persons or oects inone3s environ)ent.

4or instance, *hen *e say *e li5eso)ething or disli5e so)ething, *e are ine6ect e7pressing an attitude to*ard the

person or oect.

8hat are so)e e7a)ples o' people or thingsthat you )ay have strong attitudes aout9


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•Attitudes are evaluative statements -

either favorable or unfavorable

concerning objects, people, or events .They reflect how one feels about

something.

•For example when I say I li!e my job" I

am expressing my attitude about wor!.

•Attitude themselves are invisible , but

their traces are revealed through a

person#s behavior on a series of

occasions.


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$ttitudes: (hree I)portant$ssu)ptions

(hree i)portant assu)ptions underlie theconcept o' attitudes:

1; $n attitude is a hypothetical construct #*e cannot actually see attitudes,although *e can o'ten see theirconse


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'ources of attitude

Teachers

(iving

$onditions

)opular person

Friends

Attitude

)arents


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Types of Attitude

Attitude

)ositive

*egative+ob involvement

+ob satisfaction

&rganiational

$ommitment

Psychological

Empowerment

Perceived Organizational Support (POS)

Employee Engagement


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elation between

Attitude %ehavior

Attitude %ehavior

/or!0elation&utput


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(ow productivity

Indiscipline)oor 1uality of wor!

%ad relations

%ad $areer

Industrial 2ispute

3ffects of attitude


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8ays o' Changing$ttitudes1. Providing New Inormation ! New inormation will helpchange attitudes. Negative attitudes are mainly ormed

owing to lac" o or insuicient inormation. #or"ersgenerally $ecome pro%union $ecause o the ignorancea$out the good intentions o the management. Once they

come to "now how the management cares or thewelare o the wor"ers& they change their attitude andmight turn pro%management.

'. se o ear ! ear can change attitude. *owever& thechange depends on the degree o ear. or e+ample& i

low levels o ear arousal are used& people oten ignorethem. ,he warnings are not strong enough to warrantattention. I moderate levels o ear arousal are used&people oten $ecome aware o the situation and willchange their attitude.

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Cont

-. Inluence o riends or Peers ! hange o attitudecan come a$out through persuasion o riends or peers.redi$ility o the others& especially peers& is importantto eect change. Peers with high credita$ility shalle+ercise signiicant inluence on change. ,he same isnot true with peers who have low credi$ility.

/. ,he o%opting 0pproach ! o%opting is another wayo changing attitude. ,his means ta"ing people who aredissatisied with a situation and getting them involvedin improving things.

. Others! 2esearch has shown that an individual is

more li"ely to change a privately held attitude than onehe has stated pu$licly. It is& thereore& necessary that asituation is avoided where the individual ma"es hisattitude pu$lic prior to change attempt.

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Does Behavior Always Follow fromAttitudes?

3eon estinger 4 No& the reverse is sometimes true5 ognitive 6issonance! Any incompatibility between two

or more attitudes or between behavior and attitudes

– Individuals seek to reduce this uncomfortable gap, or

dissonance, to reach stability and consistency – Consistency is achieved by changing the attitudes,

modifying the behaviors, or through rationalization

– Desire to reduce dissonance depends on:

• Importance of elements

• Degree of individual influence

• e!ards involved in dissonance

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Moderating Variables

,he most powerul moderators o the attitude%$ehavior relationship are!

– Importance of the attitude

– Correspondence to behavior

– "ccessibility

– #$istence of social pressures

– %ersonal and direct e$perience of the attitude

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Predicting Behavior from Attitudes

– Important attitudes have a strong relationship to

behavior&

– The closer the match bet!een attitude and

behavior, the stronger the relationship:

• 'pecific attitudes predict specific behavior • (eneral attitudes predict general behavior

– The more fre)uently e$pressed an attitude, the

better predictor it is&

– *igh social pressures reduce the relationship and

may cause dissonance&

– "ttitudes based on personal e$perience are

stronger predictors&

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hat are the Ma!or "ob Attitudes?

7o$ Satisaction

– " positive feeling about the +ob

resulting from an evaluation of its

characteristics

7o$ Involvement

– Degree of psychological identification!ith the +ob !here perceived

performance is important to self

!orth

Psychological Empowerment – -elief in the degree of influence over

the +ob, competence, +ob

meaningfulness, and autonomy

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Another Ma!or "ob Attitude

Organizational ommitment – Identifying !ith a particular organization and its goals, !hile!ishing to maintain membership in the organization&

– Three dimensions:

• "ffective – emotional attachment to organization

• Continuance Commitment – economic value of staying

• .ormative – moral or ethical obligations

– *as some relation to performance, especially for ne!

employees&

– /ess important no! than in the past – no! perhaps more ofan occupational commitment , loyalty to profession rather

than a given employer&

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And #et More Ma!or "ob Attitudes$

Perceived Organizational Support (POS)

– Degree to !hich employees believe the organization values

their contribution and cares about their !ellbeing&

– *igher !hen re!ards are fair, employees are involved in

decision making, and supervisors are seen as supportive&

– *igh %0' is related to higher 0C-s and performance&

Employee Engagement

– The degree of involvement !ith, satisfaction !ith, and

enthusiasm for the +ob&

– #ngaged employees are passionate about their !ork and

company&

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Are These "ob Attitudes %eallyDistinct?

.o: these attitudes are

highly related&

1ariables may be

redundant (measuringthe same thing under a

different name)

2hile there is some

distinction, there is alsoa lot of overlap&

Be patient, OB researchers are working on it

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"ob &atisfaction

One o the primary 8o$ attitudes measured.

– -road term involving a comple$ individual summation of a

number of discrete +ob elements&

*ow to measure9

– 'ingle global rating 3one )uestion4one ans!er5 -est

– 'ummation score 3many )uestions4one average5 06

&ee E + ! I B I ( "2

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D#21

Measuring "ob &atisfaction

&ingle Hloal ating Jethod

– 'nly a few general (uestions

– %emar)ably accurate

&u))ation &core Jethod

– *denti+es )ey elements in the !oband as)s for speci+c feeling about

them


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%ay influences +ob satisfaction only to a point&

– "fter about 789,999 per year 3in the &'&5, there is no

relationship bet!een amount of pay and +ob satisfaction&

– ;oney may bring happiness, but not necessarily +ob

satisfaction&

%ersonality can influence +ob satisfaction&

– .egative people are usually not satisfied !ith their +obs&

– Those !ith positive core self-evaluation are more satisfied

!ith their +obs&

-auses of "ob &atisfaction

&ee E + ! I B I ( ""

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.mployee %esponses toDissatisfaction

&ee E + ! I B I ( "D

$ctive

Passive

Constructive-estructive

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'utcomes of "ob &atisfaction


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More 'utcomes of "ob &atisfaction

Turnover

– 'atisfied employees are less likely to )uit&

– ;any moderating variables in this relationship&

• #conomic environment and tenure

• 0rganizational actions taken to retain high performers and to

!eed out lo!er performers

2orkplace Deviance

– Dissatisfied !orkers are more likely to unionize, abuse

substances, steal, be tardy, and !ithdra!&

!espite the overwhelming evidence of the impact of job

satisfaction on the bottom line, most managers are either

unconcerned about or overestimate worker satisfaction&

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/lobal *mplications

Is

– .o, but most of the research so far has been in the &'&

"re #mployees in 2estern Cultures ;ore 'atisfied 2ithTheir

– 2estern !orkers appear to be more satisfied than those in#astern cultures&

– %erhaps because 2esterners emphasize positive emotions and

individual happiness more than do those in #astern cultures&

&ee E + ! I B I ( "

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&ummary and Managerial*mplications ;anagers should !atch employee attitudes:

– They give !arnings of potential problems

– They influence behavior

;anagers should try to increase +ob satisfaction and

generate positive +ob attitudes

– educes costs by lo!ering turnover, absenteeism, tardiness,

theft, and increasing 0C-

?ocus on the intrinsic parts of the +ob" make work

challenging and interesting

– %ay is not enough

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!o* Can Aou Be !appier at8or59Have a positive attitude about it . A good ft with the job and company is

important to your happiness.

Get accurate inormation about the job

and the company .Develop good relationships at work .

Pay is important, but job characteristicsmatter more to your job satisaction.

e proactive in managingorgani!ational lie.

"now when to leave.

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Attitude, Behavior & Job Satisfaction - Class

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