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Chapter 3 Summary

There are three main components that make up attitudes: affective (feelings), behavioral (intentions), and cognitive (beliefs or evaluations). Cognitive dissonance occurs when two attitudes or an attitude and behavior are inconsistent, causing discomfort. Individuals are motivated to reduce dissonance based on factors like importance, control, and rewards. There are three major job attitudes studied in organizational behavior: job satisfaction, job involvement, and organizational commitment. Job satisfaction measures positive or negative feelings about one's job. People are generally more satisfied with their work itself and coworkers than with pay and promotions. Interesting work, rewards, low stress, and promotion opportunities can increase job satisfaction. Satisfied employees improve performance, citizenship

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242 views

Chapter 3 Summary

There are three main components that make up attitudes: affective (feelings), behavioral (intentions), and cognitive (beliefs or evaluations). Cognitive dissonance occurs when two attitudes or an attitude and behavior are inconsistent, causing discomfort. Individuals are motivated to reduce dissonance based on factors like importance, control, and rewards. There are three major job attitudes studied in organizational behavior: job satisfaction, job involvement, and organizational commitment. Job satisfaction measures positive or negative feelings about one's job. People are generally more satisfied with their work itself and coworkers than with pay and promotions. Interesting work, rewards, low stress, and promotion opportunities can increase job satisfaction. Satisfied employees improve performance, citizenship

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Anonymous GimlCCcEA
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SUMMARY

ATTITUDES
Attitudes are evaluative statements either favorable or unfavorable about objects, people, or
events. They reflect how we feel about something.
When I say “I like my job” I am expressing my attitude about my work.
Components of attitudes
There are main three components of attitudes:
 Affective = Feeling; Emotional of feeling segment of an attitude. It is reflected in the statement
“I’m angry over how little I’m paid.”
 Behavioral = action; an intention to behave in a certain way toward something or someone. For
example, “I’m going to look for another job that pays better.”
 Cognitive = evaluation; the opinion or belief segment of an attitude. For example, “My pay is low.”

Cognitive dissonance is any incompatibility between two or more attitudes or between behavior and
attitudes. Festinger say individuals will attempt to reduce inconsistency which is uncomfortable. Desire
to reduce dissonance depends on moderating factors, such as:

 Importance of the elements creating it. The more important it is, the more motivated people to
reduce the dissonance.
 The degree of influence we believe we have over them. People will be more motivated to reduce
dissonance that they can control.
 Rewards of dissonance. Higher rewards brings people be more motivated to reduce dissonance.
Moderating variables is the moderators of the attitudes relationship.

Moderating variables is the moderators of the attitudes relationship which are:


 Importance of attitude; reflect people’s fundamental values, self-interest, or identification with
individuals or group they value. These attitudes tend to show a strong relationship to our
behavior.
 Specific attitudes; tend to predict specific behavior, whereas general attitude tend to best predict
behavior.
 Accessibility; attitudes that our memory can easily access are more likely to predict our behavior.
 Social pressures; discrepancies between attitudes and behavior tend to occur when social
pressures to behave in certain ways hold exceptional power.
 Direct personal experience; attitude or behavior relationship is likely to be much stronger if an
attitude refers to something with which we have direct personal experience.

Arslan Aslam ~1~


What are major job attitudes?
We each have thousand of attitutdes, but OB focuses our attention on a very
limited number of work related attitudes. Job attitudes tap positive or negative evaluation that
employees hold about aspects of their work environment. According to research in OB there are three
attitudes: Job satisfaction, job involvment, and organizational commitment.

 Job Satisfaction: Describe a positive feeling about a job, result from an evaluation of its
characteristics. Higher job satisfaction means employees have positive feeling from his job. Lower
level holds negative feelings.
 Job involvement: Measure the degree to which people identify psychologically with their job and
consider their perceived performance level important to self-worth. This concept is closely related
to psychological empowerment, employee’s beliefs in the degree to which they influence their
work environment, their competence, the meaningfulness of their job, and their perceived
autonomy.
 Organizational commitment: In organizational commitment, an employee identifies with a
particular organization and its goals and wishes to remain a member. There are three separate
dimensions to organizational commitment:

Measuring JOB SATISFACTION


There are two popular approaches for measuring job satisfaction:
 Single global rating a response to one question, such as “All things considered, how satisfied are
you with your job?”.
 Summation of job facets Identifies key elements in a job such as nature of work, supervision,
present pay, promotion opportunities and relation with co-workers. Respondents rate these on a
standardized scale, and researchers add the ratings to create an overall job satisfaction score.

How satisfied are people in their jobs?


People have typically been more satisfied with their jobs overall, with
the work itself, and with their supervisors and co-workers than they have been with their pay and with
promotion opportunities. Interesting jobs that provide training, variety, independence, and control
satisfy most employees. There is also a strong correspondence between how well people enjoy the
social context of their workplace and how satisfied they are overall.

What causes job satisfaction?


There are some causes of job satisfaction like:
 Culture
 Rewards
 Low Stress
 Interesting Work
 Promotion opportunities

Arslan Aslam ~2~


Impact of satisfied and dissatisfied employees on the workplace:

What happens when employees like their job, and when they dislike their jobs? There are four employee
responses to dissatisfaction:
Exit: The exit response directs behavior toward leaving the organization, including looking for a new
position as well as resigning.
Voice: Dissatisfaction expressed through active and constructive attempts to improve condition.
Loyalty: Dissatisfaction expressed by passively waiting for condition to improve.
Neglect: Dissatisfaction expressed through allowing condition to worsen.

Specific outcomes of job satisfaction and dissatisfaction in the workplace

 Job satisfaction and job performance


Organizations with more satisfied employees tend to be more effective than organization with
fewer.
 Job satisfaction and OCB
People who are more satisfied with their jobs are more likely to engage in OCB (organizational
citizenship behavior).
 Job satisfaction and customer satisfaction
Satisfied employees increase customer satisfaction and loyalty.
 Job satisfaction and absenteeism
Dissatisfied employee tend to miss work and have high absence rate.
 Job satisfaction and turnover
Job dissatisfaction is more likely to translate into turnover when employment opportunities are
plentiful because employees perceive it is easy to move.
 Job satisfaction and workplace deviance
If employees don’t like their work environment, they’ll respond somehow.
 Managers often “don’t get it”
Regular surveys can reduce gap between what managers think employees feel and what they really
feel.

Arslan Aslam ~3~

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