ch-3 attitudes and job satisfaction
Transcript of ch-3 attitudes and job satisfaction
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Ch-3Attitude and Job Satisfaction
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OB-SKYLARK-TULSI
Attitudes, Emotions and Behavior
BehaviorBehavior
Perceived EnvironmentPerceived Environment
Attitude FeelingsFeelings
BeliefsBeliefs
BehavioralBehavioral
IntentionsIntentions
Cognitiveprocess
Emotionalprocess
EmotionalEpisodes
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Attitudes
Attitudes
Evaluativestatements orjudgmentsconcerning
objects,people, orevents.
Affective ComponentThe emotional or feeling segmentof an attitude.
Cognitive componentThe opinion or belief segment
of an attitude.
Behavioral ComponentAn intention to behave in a certainway toward someone or something.
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Types of Attitudes
Job Involvement
Identifying with the job, actively participating in it,and considering performance important to self-worth.
Organizational Commitment
Identifying with a particular organization and itsgoals, and wishing to maintain membership in theorganization.
Job Satisfaction
A collection of positive and/or negative feelings thatan individual holds toward his or her job.
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Employee Performance Satisfaction and Productivity
Satisfied workers arent necessarily more productive.
Worker productivity is higher in organizations with more
satisfied workers.
Satisfaction and Absenteeism
Satisfied employees have fewer avoidable absences.
Satisfaction and Turnover
Satisfied employees are less likely to quit.
Organizations take actions to retain high performers and to
weed out lower performers.
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The Theory of Cognitive Dissonance Leon Festinger, in the late 1950s, proposed theCognitive Dissonance Theory, seeking to explain the
linkage between first attitudes and then behavior. He
argued that any form of inconsistency is uncomfortableand that individuals will attempt to reduce the
dissonance. No individual can completely avoid
dissonance. However, if the elements creating the
dissonance are relatively unimportant, the pressure tocorrect this imbalance will be low. If the dissonance is
perceived as an uncontrollable result, they are less
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How Employees Can ExpressDissatisfactionExit
Behavior directed toward
leaving the organization.
Voice
Active and constructive
attempts to improveconditions.Neglect
Allowing conditions to
worsen.
Loyalty
Passively waiting for
conditions to improve.
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Responses to Job Dissatisfaction
E X H I B I T 3-6
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Job Satisfaction A person's evaluation of his or her job and work
context
A collection of attitudes about specific facets of the
job
JobSatisfaction
SupervisorSupervisorJobJob
ContentContent
CoCo--workersworkers
WorkingWorking
ConditionsConditions
Career ProgressCareer Progress
Pay andPay and
BenefitsBenefits
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Dissatisfaction
LoyaltyLoyalty
VoiceVoice
ExitExit
NeglectNeglect
Leaving the situation Quitting, transferring
Changing the situation Problem solving, complaining
Patiently waiting for thesituationto improve
Reducing work effort/quality
Increasing absenteeism
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Commitment
OrganizationalOrganizational
comprehensioncomprehension
TrustTrust
Justice & supportJustice & support
EmployeeEmployeeinvolvementinvolvement
Apply humanitarian values Support employee wellbeing
Employees trust org leadersJob security supports trust
Know firms past/present/future
Open and rapid communication Employees feel part of company Involvement demonstrates trust
Shared valuesShared values Values congruence
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Reference slides
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Your Interests
(e.g., people, math, science)
Identify Career
Possibilities
Your Strengths
(e.g., creativity,
leadership, writing)
Your Needs
(e.g., income, growth,
personal fulfillment)
Occupational
Outlook Summaries
CareerOneStop Job
Summaries & Videos
Networking, Internships, Job
Shadowing, Volunteering
Evaluate/Select a
Career
Career Planning Process
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1. Get motivated
2. Self Analysis
3. Develop a list of jobs to consider
4. Get on-line information for evaluation
5. Evaluate job options
6. Prepare a job comparison summary
7. Talk to people in occupations of stronginterest.
Career Planning Process
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Group-Focused Attention to Task
Clarity
Focus Results
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Group Relations
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Group Relations- Spiral
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The greater danger for most of us liesThe greater danger for most of us liesnot in setting our aim too high andnot in setting our aim too high andfalling short; but in setting our aimfalling short; but in setting our aimtoo low, and achieving our mark.too low, and achieving our mark.
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Thank You