Attitude and Job Satisfacation

Attitude and Job Satisfaction

•

are evaluative statements – either favorable or unfavorable – about objects, people, or events.

  Attitudes

•   They reflect how we feel about something.

Attitudes  Attitudes

Cognitive Component The opinion or belief segment of an attitude

 Affective Component The emotional or feeling segment of an attitude

Behavioral Component  An intention to behave in a certain way toward someone or something

The Theory of Cognitive Dissonance

Cognitive Dissonance  Attitude Follow Behavior   Any incompatibility between two or more attitudes or between behavior and attitudes Individuals seek to reduce this gap, or “dissonance”

The Theory of Cognitive Dissonance (cont.)

Desire to reduce dissonance depends on: • Importance of elements creating dissonance • Degree of individual influence over elements • Rewards involved in dissonance

Summarize the Relationship Between Attitudes and Behavior M i     t   i      g  a  t   i    n   g V   a r  i     a  b   l      e  s 

Attitude

 Moderating

Variables:

 Importance of the

 predicts

Behavior

attitude  Its correspondence to behavior  Its accessibility  The presence of social pressures  Whether a person has direct experience with the attitude

Job Satisfaction A person's evaluation of  his or her job and work context  A collection of attitudes about specific facets of  the job 

Career Progress

Pay and Benefits

Job Content

Job Satisfaction

Supervisor 

Co-workers

Working Conditions

Job Satisfaction •  Measuring Job Satisfaction •   Single global rating •   Summation score

• How Satisfied Are People in Their Jobs? • In general, people are satisfied with their  jobs. •   Depends on facets of satisfaction—tend to be less satisfied with pay and promotion opportunities

Employee Responses to Dissatisfaction: EVLN Model Active

Destructive

Exit

Voice

• Behavior directed toward leaving the organization

• Active and constructive attempts to improve conditions

Neglect

Loyalty

• Allowing conditions to worsen

• Passively waiting for conditions to improve

Passive

Constructive

Satisfaction and Productivity Satisfaction and Absenteeism Satisfaction and OCBs Satisfaction and Turnover 

Employee‐Customer‐Profit Chain Company Practices

Satisfied Employees

• Less turnover  • Consistent service

Customer’s Perceived Value

• Satisfied customers • Customer  referrals

Higher  Revenue Growth and Profits

•  “Organizational Commitment •   degree to which people are involved with their organizations and are interested in remaining within them

• It can be characterized by • The strong belief in and acceptance of organizational goals and values • A willingness to exert considerable effort on behalf of  organization • A strong desire to maintain membership in the organization

Normative commitment

•   “Should do” • Affective Commitment

•   “want to” • Key Contributors

Key Contributors •   Fostered by benefits that build a sense of obligation to Organization – some special learning opportunity

•   interesting satisfying work •   Role clarity and having one’s expectations met after   being hired

Continuance commitment

•   “have to” • Key Contributors •   Pensions funds, being well integrated into community where firm is located

Employee Engagement • A heightened emotional connection that an employee feels for his/her organization, that influences him/her to exert greater discretionary behavior to his/her work • The degree of involvement with, satisfaction with, and enthusiasm for the job

•   “Engaged employees account for 12% higher customer satisfaction scores, 18% higher productivity, 12% higher profitability, and 17% higher earning per share”

Schaufeli et al. (2002) define engagement

“as a positive, fulfilling, work-related state of mind that is characterized by vigor, dedication , and absorption . Vigor  –Employees are both physically energetic and mentally resilient Dedication  – employees are dedicated to their work as they find it meaningful and fulfilling  Absorption  – Engaged employees throw themselves into the work without thought of time etc.

• A culture of respect where outstanding work is valued

•  Availability of effective leadership

•  Availability of constructive feedback and mentoring

•  Clear job expectations

•  Opportunity for advancement and professional development

•  Adequate tools to complete work responsibilities

•  Fair and appropriate reward, recognition and incentive systems

•  High levels of motivation •  Trust and Integrity