The Correlation between Attitude and Job

Satisfaction
 Subject: BUS-520
Section: 04
Term Paper:
The Correlation between Attitude and Job Satisfaction

Submitted To:
Dr. A F M Abdul Mayen
Professor
Department of Management

Submitted by: Group-5

Name ID Contact
G. M. Emran Faruq 2135261660 01744-705618
Chowdhury Nafis Nusrat Asha 2135471660 01620-306829
Habibulla Habib 2125083660 01933-200407
Nashin Tabassum Purba 1635053660 01621-114445
Md Roknujjaman 2135535660 01688-048084

Submission Date: 27th December, 2021

 Letter of Transmittal
Date: 27.12.2021
To,

Dr. A F M Abdul Mayen

Professor, Department of Management
North South University, Dhaka.

Subject: Term paper on “The Correlation between Attitude and Job Satisfaction”
Dear Sir,
We are pleased to submit the term paper on The Correlation between Attitude and Job
Satisfaction, which is prepared for analyzing and finding out the relation between attitude and job
satisfactions in an organization.
We, all the members of our group have tried our best to make it better in every sense. We hope
you will love this and if there is any mistake, please do suggest us for further development in the
future. We wish that you would be very pleased to accept our term paper and oblige thereby.
Sincerely yours,
Chowdhury Nafis Nusrat Asha
2135471660
On behalf of the group

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 Acknowledgment
The writing of this report has been one of the most significant academic challenges we have ever
had to face. All praises to Almighty Allah. Subsequently, we would like to express our utmost
gratitude and wholehearted appreciation to the honorable faculty Dr. A F M Abdul Mayen,
Professor, Department of Management, North South University who helped us and provided us
the opportunity to complete and present this term paper. With his supervision, relentless guidance
and necessary instructions during the preparation of the term paper make this difficult task easier
for us. We particularly like to remember our group members and their cooperation with us every
time we need it. Completing the report under our honorable teacher was a valuable experience for
us.

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Table of Content
Executive Summary...................................................................................................................................... iv
1. Introduction: The Correlation between Attitude and Job Satisfaction ................................................ 1
1.1. Objective of Study: ........................................................................................................................ 1
1.2. Research Methodology: ................................................................................................................ 2
2. Conceptualization attitudes and job satisfaction ................................................................................. 3
2.1. Conceptualization of Attitude: ...................................................................................................... 3
2.2. Conceptualization of Job Satisfaction: .......................................................................................... 3
3. Outcome of Attitude and Job Satisfaction ............................................................................................ 4
3.1. Outcome/ Identification of Attitude: ............................................................................................ 4
3.2. Outcome/ Identification of job satisfaction .................................................................................. 4
4. Strategies & Challenges: ....................................................................................................................... 5
4.1. Strategies for Job Satisfaction:...................................................................................................... 5
4.2. Challenges for Job Satisfaction: .................................................................................................... 5
5. Literature Review: ................................................................................................................................. 6
6. Conclusion: ............................................................................................................................................ 8

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 Executive Summary
Job satisfaction is without a doubt an increasingly important aspect of consideration for all
managers within the work environment as organizations thrive majorly due to their retention of
highly competitive human resources. As such, this paper reviews the influence of the relationship
that exists between job satisfaction and employee attitudes.
Job satisfaction is considered the most important of all employee attitudes and is defined by Locke
(1976) as an emotional state that is positive or pleasurable as a result of one’s job experiences or
just the work being appraised. Employees can only be satisfied with their work if they are well
motivated to do the same work.
In view of the relationship between job satisfactions, it is clear that all persons within the
workplace have their own needs, which they expect the workplace to be cognizant and considerate
of and for conditions that would facilitate their meeting of such needs to be established. In this
view, it is evident that employees whose needs are met through the management’s manipulation
of the work environment to observe such needs become satisfied with their work and develop
increased commitment towards the course of the organization.
In conclusion, it is clear that job satisfaction can be enhanced among employees through the
promotion of motivation practices that are considerate of the various employee motivators, and
through establishing of corporate cultures that respect the various needs of employees and are
accommodating of their dynamism and contributions.

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 1. Introduction: The Correlation between Attitude and Job Satisfaction
We live in the age of social revelations. Previously, the world had witnessed industrial and
information revelations. People used to work for basic needs such as food, clothing, and shelter
during the industrial revolution. At that time even when bosses were abusive, people never quit
their jobs. Because there were fewer opportunities at the time. Following that, information
revelations began. At that time, people used to work for standard of living rather basic needs. They
anticipated a better life for themselves and their children, with a higher salary, a nicer home, and
better education for their children. We are living in a period of social revelation. People today are
less concerned about their standard of living because their parents and grandparents took care of
it. People are more concerned about the better quality of living today. They expect a good working
environment, more involvement in their work, and better future prospects.
As a result, job satisfaction is now one of the most
important factors in any organization. Employee job
satisfaction refers to how happy they are with their jobs.
Job satisfaction rises when the job is more engaging and
the employee is able to add value to both the organization
and themselves. Other factors that influence job
satisfaction include supervisory behavior, the salary they
earn, promotion opportunities, the work environment, and
relationships with coworkers. Employees who are satisfied
with their jobs perform better than those who are
dissatisfied. They even go above and beyond their responsibilities for the benefit of the company.
One of the most important indicators of job satisfaction is one's attitude. An individual's attitude
is their behavior toward specific objects, people, situations, or events. It expresses our feelings
about something. Attitudes and behavior are intricately bound. When a person has a positive
attitude toward his or her job, it demonstrates a higher level of job satisfaction. When the level of
job involvement rises, a person becomes more engaged with the job. As a result, job satisfaction
increases. Because their skills development are parallel to their job. This will boost one's optimistic
perspective. It also raises the employee's value because they are contributing something valuable
to the company.
Furthermore, any organization's success is dependent on happy and satisfied employees.
Employees who are happy at work are more productive, energetic, and enthusiastic about their
jobs. We will attempt to identify positive attitude and the relationship between positive attitude
and job satisfaction through this term paper.

1.1. Objective of Study:

 Broad Objective: The main purpose of this report is to analyze and find out the relation
between positive attitude and job satisfactions in an organization.
 Specific Objective:

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  Does positive attitude as any relationship with job satisfaction?
 Does attitude has any relationship with our behavior?
 Is it increasing our productivity?
 What are the impacts of negative attitudes on our organization and its goal?

1.2. Research Methodology:

 Research Method: We used qualitative method for this research. Qualitative method is a
process of identifying and exploring a specific phenomenon. It is used to understand the
position of a certain thing in our society. As, the main focus is to understand the impact of
positive attitudes on job satisfaction.
 Sources of Data: The main information is taken
from the internet. As, this is worldwide a very
popular topic. Apart from the internet, we studied
some journals and articles about this topic to
understand the different aspect of attitude and job
satisfaction co-relation. In this way we, conduct our
qualitative research for this topics.
 Limitations: Due to the online classes, it was difficult for us to meet with each other and
do the research. We had to rely on online meeting, internet, articles and journals. Time was
one of the major problems while writing this paper. We had limited amount of time to
complete this paper. For us, it was one of the biggest challenge to create such paper in a
very short amount of time.

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 2. Conceptualization attitudes and job satisfaction
2.1. Conceptualization of Attitude:
In Organizational context, human resources are counted as the vital driving forces or factors. Every
moment employees are interconnected and there, interaction is being interplayed between the
different level employees, co-workers, organizational rules and policies, employees and
organization. Consequently, this interplay or interaction results in different degree of attitudes or
viewpoints such as how employees are being evaluated by the line manager, how the organization
is being evaluated by the employees or vice versa. The word attitude is an interior condition of a
person, by and large, considered to be reverberate three
different elements, the cognitive one attached to a person’s
beliefs or thinking, the affective one attached to a person’s
values and the behavioral one attached to a person’s
actions .These three elements are hermetically interrelated
specially cognition and cognition and affect are inalienable
in different ways. If one person is unfairly treated that
person will have feelings and therewith growing
realization thus expresses the intertwined rapport.
Important attitudes mirror the basic self-interest, values,
identification with individuals or groups. To those attitude
our memory can easily ingress are basically more likely to trace our behavior and we are more
likely to remember attitudes that are frequently expressed.so attitude on a subject that are talked
more, more likely to remember it and more likely it is to frame our behavior. If attitudes predict to
something that human being experience personally and directly that expresses the stronger
attitude-behavior relationship.

2.2. Conceptualization of Job Satisfaction:

Job satisfaction is considered one of the prime attitudes among enormous types in terms of
organizational behavior that employees hold and express about aspects of their surroundings. It is
a multidirectional aspects consisting of components indispensable to the personal completeness
from one’s job. It is applicable to the way employees feel about their job premises or surroundings
and about variegated aspects of their employment. Job satisfaction evolves as a predictor of
occupational mental health and imagined as an outcome to role stressors. So job satisfaction can
be illustrated as positive feelings about a task evolving from an appraisement of its distinctive
features. The one who holds high degree of job satisfaction toward one’s job that ended up exerting
positive feelings, on the other hand ,the one who having low degree of job satisfaction will
certainly express negative. To measure job satisfaction, single global rating and summation of job
facets are the two globally accepted methods. Respondents answer the question considering all
aspects about the satisfaction from highly satisfied to highly dissatisfied in single global rating
method whereas in a summation of job facets determines the nature of the work, supervision,
present pay, promotion opportunities, and relationships with co-workers rated by workers on
standardized range, and investigators add the ratings to generate an overall job satisfaction score.

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 3. Outcome of Attitude and Job Satisfaction
Every employee in a company will always try to work with the ability they have in order to achieve
the desired job satisfaction. The feelings of the employees have towards their work is what we
understand as job satisfaction. Job satisfaction is more visible when skill development opportunity,
opportunity to pursue education simultaneously, comfortable work condition is present in the work
place. A comfortable work condition depends on both work facility and leader.
Employees can work to the fullest possible and happy with the work they do in such situation when
they are satisfied with the job and have positive attitudes.

3.1. Outcome/ Identification of Attitude:

One of the primary factors in employee attitude is job satisfaction. If employees enjoy their work,
feel confident in their abilities to succeed in the tasks
assigned, and appreciate the role they are assigned, they
are far more likely to have a positive attitude in the
workplace.
Moreover, high job satisfaction leads to better physical
health, faster and effective knowledge gathering related to
new job, less workplace accidents, and results in fewer
complaints and lower stress levels. Emotional exhaustion is not related to all dimensions of job
satisfaction. Our attitudes and feelings may have a stronger linkage with the aspects of job
satisfaction.

3.2. Outcome/ Identification of job satisfaction

The weak role of leadership decreases job satisfaction. A strong leadership on how to carry out
more effective and efficient work so that the motivation already possessed by each employee can
be further improved is a great challenge that workplace need to think of as it will help to achieve
targets given by the company properly and correctly. Communication as part of leadership must
be built and nurtured to enhance cooperation between superiors and subordinates. Lack of job
satisfaction may lead to employee disengagement, low team morale or high absenteeism.
FREEMAN in his paper had attempted to show that subjective variables like job satisfaction,
which economists traditionally view with suspicion, contain useful information for predicting and
understanding behavior, but that they also lead to complexities due to their dependency on
psychological states. (FREEMAN, 1978)

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 4. Strategies & Challenges:
4.1. Strategies for Job Satisfaction:
Employee satisfaction is a metric that measures how happy people are with their jobs and work
environments. Maintaining a positive attitude among employees can be extremely beneficial to
any company, as happy employees are more likely to deliver more, take a few days off, and remain
loyal to the company. There are a number of factors that influence employee job satisfaction.
Opportunities, stress, leadership, work standards, fair rewards, adequate authority, and corporate
culture factors are all factors to consider. Because these are important factors in employee job
satisfaction, evaluating them can help develop job satisfaction strategies.

 Improving work environment: Environment

makes a big difference in employees' minds. Even a
small coffee machine or ergonomic seating for
employees makes a difference.
 Improving communication: Improving
communication across all levels within the
organization leads to better job satisfaction.
Employees should be allowed to share thoughts freely.
 Employee recognition program: Small gifts or acknowledgement can be a great tool in
that strategy.
 Reducing the time stress: Short deadlines create stress for employees. Scheduling projects
or dividing work can reduce the stress from employees.
 Asking what team wants: In team meetings discussing issues faced by the employees and
ease them can be a great idea to implement.
 Regular survey: Taking regular survey can express the running scenario and according to
result rectification can be done.

4.2. Challenges for Job Satisfaction:

Job satisfaction is a major variable in employee engagement, and the degree of optional exertion
colleagues are probably going to make. Most likely, individuals' work execution endures when
they don't feel happy with their jobs, also their personal satisfaction. The factors discussed above
make it challenging for job satisfaction as well.
Wages and pay rates are perceived to be a critical, however intellectually perplexing (Carraher,
and Buckley, 1996) and multi-layered variable in job satisfaction. Cash assists individuals with
accomplishing their essential requirements as well as instrumental in giving upper-level need
satisfaction. Besides, if an employee feels that he is considered an important part of the team, and
he belongs to the organization then there are higher chances of job satisfaction. Suppose in an
organization; no employee is asked to give suggestions, nobody is bothered to inform them of the
decision. There are only a few figures who always lead the team. In such conditions, an employee
wouldn’t feel satisfied with whatever job he or she is currently doing.

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 5. Literature Review:
There is debate that whether job satisfaction is determined by the characteristics of the job itself,
within the mind of the employee, or through the interaction of the employee and their job (Locke,
1969). Through addressing such questions, Locke (p. 316) defines job satisfaction as “the
pleasurable emotional state resulting from the appraisal of one’s job as achieving or facilitating
the achievement of one’s job values”. In the context of this definition, Locke (p. 320) defines
values as “that which a man actually seeks to gain and/or keep or considers beneficial”. Based on
these definitions, it can be postulated that job satisfaction is a function of the perceived relationship
between what an employee seeks to gain from their job and what the employee perceives their job
to be offering (Locke, 1969).
On an empirical level, job satisfaction has become one of the most widely focused areas of interest
in organizational research due to the growing awareness of its relationship with employee
behaviors such as absenteeism, intention to quit and motivation. Research in the social sciences to
identifying explanatory variables of job satisfaction. These variables range from socio-
demographic variables (e.g. gender, age, marital status and educational level) to more domain-
specific variables such as dispositional influences (e.g. personality traits) (Judge and Bono, 2001)
and work situational influences (e.g. job challenge, acknowledgement and job security) (Kovach,
1995).
In labor economics, research in job satisfaction has been approached very cautiously due to the
subjective nature of the job satisfaction variable. In
essence, job satisfaction is believed to measure
“what people say rather than what people do”
(Freeman, 1978, p. 135). Even though there is a
growing body of evidence supporting the notion
that differences in job satisfaction can be attributed
to differences in employees’ dispositions (House et
al., 1996; Judge and Larsen, 2001) the job
satisfaction variable has still been accepted in labor economics, and especially in personnel
economics, due to the influence job satisfaction has on economic behavior. Empirical literature
has found job satisfaction to be a major determinant of labor market mobility (Freeman, 1978) and
withdrawal behaviors such as absenteeism, lateness and drug abuse (Saari and Judge, 2004).
Accordingly, low job satisfaction can be costly to an organization in terms of low job performance,
low productivity and high staff turnover (Hayes et al., 2002; Mirvis and Lawler, 1977).
Cardona (1996) in a survey of members of the Association for Investment Management and
Research found that 81% of the managers were satisfied or very satisfied with their job. Most
managers named professional achievement, personal or professional growth, the work itself and
their degree of responsibility more important than compensation as the factors that create positive
feelings about their job. Factors like company policies, administration, relationships with

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supervisors, compensation and the negative impact of work on their personal lives were viewed as
those which create negative feelings about the job.
Karl & Sutton (1998) found that from an employee point of view, job satisfaction is a desirable
outcome in itself. While from a managerial or organizational effectiveness point, job satisfaction
is important due to its impact on absenteeism (1) turnover, (2) and pro-social “citizenship”
behaviors such as helping coworkers, helping customers, and being more cooperative. Thus it
becomes important for the managers to understand what employee’s value in order to redesign
jobs, reward systems, and human resource management policies that will result in optimum job
satisfaction and productivity.

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 6. Conclusion:
Attitudes, job satisfaction, and motivation are all intertwined in the workplace. If employees have
a positive attitude, they can influence the organization and provide commitment to work, resulting
in increased job satisfaction. One thing is certain: motivated employees are desirable for an
organization's long-term survival. The manager should be aware of the employee's motivational
factors at work. Because attitude and job satisfaction are heavily influenced by motivation.
Many studies have found that job satisfaction has a greater impact on employee motivation, with
motivation influencing productivity and, as a result, business performance. The nature of an
employee's work has a significant impact on his overall job satisfaction.
Job satisfaction and motivation are both linked to psychological rewards satisfaction. Additional
research on individual differences, job satisfaction, attitude, and motivation is required. Because
each individual is unique. Some people are motivated by additional rewards, while others are
motivated by something else.

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