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Attitude and job satisfaction
The document discusses attitudes in the workplace, focusing on their components—cognitive, affective, and behavioral—and how they relate to job satisfaction and employee behavior. It outlines how job satisfaction is influenced by factors like work itself, pay, and relationships, and describes responses to dissatisfaction such as exit, voice, neglect, and loyalty. The document also explores measurement methods for job satisfaction and the impact of satisfied and dissatisfied employees on overall workplace dynamics.
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Attitude and job satisfaction
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- 2. 3–2 Beder International University Faculty:Business Administration Program: BBA Course: Organizational Behavior Year/semester: 2nd year/1st semester. Group presentation. Group members: 1. Abdisamed Mohamoud Suleiman 2. Ayaan Deeq Qawdhan 3. Nasra Ali Abdi
- 3. 3–3 1. Contrast thethree components of an attitude. 2. Summarize the relationship between attitudes and behavior. 3. Compare and contrast the major job attitudes. 4. Define job satisfaction and show how we can measure it. 5. Summarize the main causes of job satisfaction. 6. Identify four employee responses to dissatisfaction.
- 4. 3–4 Attitudes areevaluative statements － either favorable or unfavorable － concerning objects, people, or events. They reflect how one feels about something. “ why I like my job? ”
- 5. 3–5 Attitudes Evaluative statements or judgments concerning objects, people, or events. Attitudes Evaluative statementsor judgments concerning objects, people, or events. Affective Component The emotional or feeling segment of an attitude. Affective Component The emotional or feeling segment of an attitude. Cognitive component The opinion or belief segment of an attitude. Cognitive component The opinion or belief segment of an attitude. Behavioral Component An intention to behave in a certain way toward someone or something. Behavioral Component An intention to behave in a certain way toward someone or something.
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- 7. 3–7 For example: ifworkers belief there is a conspiracy made by: Bosses Managers Supervisors Auditors To make employees work harder for the same or less money. Therefore, the question is: How they(employees) relate to actual job behavior? And how they(employees) may be changed?
- 8. 3–8 In thelate 1960s, a review of a research assumed that attitudes and behavior are causally related that people do what they like Examples: a) People watch TV program which they like. b) Employees avoid assignments they find distasteful. A researcher called Leon Festinger argued that attitudes follow behavior. Cognitive Dissonance- Any incompatibility between two or more attitudes or between behavior and attitudes. i.e. Cheating. tobacco company. The result is whether make corrections or leave it.
- 9. 3–9 What importancean individual gives to a specific attitude. Its correspondence of behavior. Its accessibility. Social pressures. direct experience with attitude.
- 10. 3–10 Job Involvement Identifying withthe job, actively participating in it, and considering performance important to self-worth. 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 its goals, and wishing to maintain membership in the organization. Job Satisfaction A collection of positive and/or negative feelings that an individual holds toward his or her job. Job Satisfaction A collection of positive and/or negative feelings that an individual holds toward his or her job. Types of major job attitudes
- 11. 3–11 Affective Commitment Continuance Commitment Normative Commitment Normative Commitment An emotional attachmentto the organization and a belief in its values. The percieved economics values of remaining with an organization compared to leaving it. An obligation to remain with the organization for moral or ethical reasons.
- 12. 3–12 Other Job Attitudes PerceivedOrganizational Support(POS): The degree to which employees believe an organization values their contribution and cares about their well-being. For example: Employee accommodation Forgiveness of minor mistakes made by employees Employee Engagement: An individual’s involvement with, satisfaction with, and enthusiasm for the work he or she does. For example: Highly engaged employees have a passion for their work and feel a deep connection to their company. Disengaged employees have checked out putting time but not energy or attention into their work.
- 13. 3–13 Evidence suggeststhese attitudes are highly related. This means that, there is some distinctiveness among them, but they overlap greatly.
- 14. 3–14 Job Satisfaction JobSatisfaction: A positive feeling about one’s job resulting from an evaluation of its characteristics or an individual’s emotional response to work or workplace. Job Satisfaction: includes multidimensional psychological responses to an individual’s job. (by Hulin and judge). Job Satisfaction: is the level of contentment employees feel about their work which can affect performance.
- 15. 3–15 Measurement of JobSatisfaction There are two popular measures: A Single Global Rating– an individual’s response to the question How satisfied are you with your job? The Respondent replies by circling a number between 1 and 5 that corresponds to answers from “highly satisfied ” to “highly dissatisfied”.
- 16. 3–16 A Summationof Job Facets – this is more sophisticated. It identifies key elements in a job such as: the nature of the work. Supervision. Present pay. Promotion opportunities. And relationships with co-workers. ……Continue……
- 17. 3–17 Causes of JobSatisfaction The major cause of Job Satisfaction are: Work Itself Pay Promotion Supervision feedback Coworker Overall
- 18. 3–18 Exit Behavior directed toward leavingthe organization. Exit Behavior directed toward leaving the organization. Voice Active and constructive attempts to improve conditions. Voice Active and constructive attempts to improve conditions. Neglect Allowing conditions to worsen. Neglect Allowing conditions to worsen. Loyalty Passively waiting for conditions to improve. Loyalty Passively waiting for conditions to improve. The Impact of Satisfied and Dissatisfied Employees on the Workplace
- 19. 3–19 The Impact ofSatisfied and Dissatisfied Employees on the Workplace We can represent these Impact diagrammatically as this:We can represent these Impact diagrammatically as this: Destructive Constructive Active Passive
- 20. 3–20 Outcomes of Satisfactionand Dissatisfaction in the Workplace These are the outcomes of Job Satisfaction and dependent variables. 1. J. S. and Performance +ve 2. J. S. and OCB +ve 3. J. S and customer satisfaction +ve 4. J. S. and Absenteeism -ve 5. J. S. and Turnover -ve 6. J. S. and Workplace Deviance -ve The opposite is also true. These are the outcomes of Job Satisfaction and dependent variables. 1. J. S. and Performance +ve 2. J. S. and OCB +ve 3. J. S and customer satisfaction +ve 4. J. S. and Absenteeism -ve 5. J. S. and Turnover -ve 6. J. S. and Workplace Deviance -ve The opposite is also true.
- 21. 3–21 Desire toreduce dissonance. • Importance of elements creating dissonance. • Degree of individual influence over elements. • Rewards involved in dissonance. Desire to reduce dissonance. • Importance of elements creating dissonance. • Degree of individual influence over elements. • Rewards involved in dissonance. Cognitive Dissonance Any incompatibility between two or more attitudes or between behavior and attitudes. Cognitive Dissonance Any incompatibility between two or more attitudes or between behavior and attitudes. The Theory of Cognitive Dissonance
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