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Personality, Attitudes and Job Satisfaction

Reflection

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AJ Caseja
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28 views

Personality, Attitudes and Job Satisfaction

Reflection

Uploaded by

AJ Caseja
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Caseja, Alvin Joseph N. Dr. Roderick A. Tadeo, Ph.D.

January 6, 2020 FTC 103

Values, Attitudes and Job Satisfaction

Attitudes are evaluative statements – either favourable or unfavourable – concerning


objects, people, or events. Attitudes have cognitive, affective, and behavioural components.
Cognitive components of attitude relate to what a person knows, while the affective components
relate to how people feel. Managers tend to be most concerned with behavioural components –
how people behave or intend to behave.

Research has generally concluded that people seek consistency among their attitudes and
between their attitudes and their behaviour. Cognitive dissonance occurs when an individual has
two or more attitudes that are inconsistent, or if one or more attitudes is inconsistent with
behaviour. Inconsistency causes discomfort and individuals will seek a stable state in which there
is a minimum of dissonance. The desire to reduce dissonance will be determined by the
importance of the elements creating the dissonance, the degree of influence the individual
believe that she has over the elements, and the rewards that may be involved in the dissonance.

A related job attitude is perceived organizational support, the degree to which employees
believe that the organization values their contribution and cares about their well-being. Research
show that people perceive their organization as supportive when rewards are deemed fair, when
employees have a voice in decisions, and when their supervisors are seen as supportive.

Employee engagement refers to the extent to which the employee is involved with, and
satisfied by, the work that he or she does. Highly engaged employees have a passion for their
work and feel a deep connection to their company, while disengaged employees put time, but not
energy or attention, into their work.

Job satisfaction is a positive feeling about one’s job resulting from an evaluation of its
characteristics. The most widely used approaches to measuring job satisfaction are a single
global rating and a summation score made up of a number of job facets. Interestingly, the single
global rating is as effective at measuring job satisfaction as the more complex summation score.
In the United States and most developed countries, workers are generally satisfied with their
jobs, although satisfaction varies among individual facets of jobs.

Although workers generally indicate that they are satisfied with their jobs, job
satisfaction levels in the US are dropping. American workers are most satisfied with their jobs
overall, with the work itself, and with their supervisors and coworkers. However, they are less
satisfied with their pay and promotion opportunities. Pay appears to have a limited effect on job
satisfaction, particularly among higher income employees. Personality also affects job
satisfaction. People with positive core self-evaluations are more satisfied with their jobs than
those with negative core self-evaluations.

When employees dislike their jobs, they may exhibit a variety of behaviours. The
behaviours may be categorized as constructive or destructive and active or passive. Responses to
dissatisfaction include exit (looking for a new position), voice (actively and constructively
attempting to improve conditions), loyalty (passively waiting for conditions to improve), or
neglect (passively allowing conditions to worsen, to include chronic absenteeism, reduced effort,
or apathetic attitude).

The possible outcomes of job satisfaction related to performance, organizational


citizenship behaviour, customer satisfaction, absenteeism, turnover, and workplace deviance.
The relationship between productivity and job satisfaction is positive, but it is unclear whether
satisfaction leads to productivity or if productivity leads to satisfaction. Organizational
citizenship behaviour is closely linked to job satisfaction and implies that an employee is willing
to go above and beyond job requirements through such actions as talking positively about the
organization, helping others, and going beyond the normal expectations of their job. The
evidence indicates that satisfied employees increase customer satisfaction and loyalty,
particularly in service organizations. There is also a consistently negative relationship between
satisfaction and absenteeism and turnover, although the negative correlation between satisfaction
and turnover is more significant. Finally, job dissatisfaction predicts a broad range of behaviours
associated with workplace deviance.

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