Scribd
Upload
10 views

Chapter 8

mgt

Uploaded by

rafinfaisal039
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
10 views

Chapter 8

mgt

Uploaded by

rafinfaisal039
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
You are on page 1/ 4

Chapter :08 Attitudes & Job Satisfaction

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 work.

What Are the Main Components of Attitudes or Contrast the three components of an
attitude

The statement “My pay is low” is the cognitive component of an attitude— a


description of or belief in the way things are.

 It sets the stage for the more critical part of an attitude—its affective component. Affect
is the emotional or feeling segment of an attitude and is reflected in the statement “I am
angry over how little I’m paid.”

 Finally, affect can lead to behavioral outcomes. The behavioral component of an


attitude describes an intention to behave in a certain way toward someone or
something—to continue the example, “I’m going to look for another job that pays
better.”

 Exhibit 3-1 illustrates how the three components of an attitude are related. In this
example, an employee didn’t get a promotion he thought he deserved; a co-worker
got it instead.
 The employee’s attitude toward his supervisor is illustrated as follows: the employee
thought he deserved the promotion (cognition), he strongly dislikes his supervisor
(affect), and he is looking for another job (behavior).

What Are the Major Job Attitudes or Compare and contrast the major job attitudes.

 We each have thousands of attitudes, but OB focuses our attention on a very limited
number of work-related attitudes.

 Most of the research in OB has looked at three attitudes: job satisfaction, job
involvement, and organizational commitment.

 Job Satisfaction When people speak of employee attitudes, they usually mean job
satisfaction, which describes a positive feeling about a job, resulting from an evaluation
of its characteristics. A person with a high level of job satisfaction holds positive feelings
about his or her job, while a person with a low level holds negative feelings.

 Job Involvement

Related to job satisfaction is job involvement, which measures the degree to which
people identify psychologically with their job and consider their perceived performance
level important to self-worth. Employees with a high level of job involvement strongly
identify with and really care about the kind of work they do.
 Another closely related concept is psychological empowerment, employees’ beliefs in
the degree to which they influence their work environment, their competence, the
meaningfulness of their job, and their perceived autonomy.

 High levels of both job involvement and psychological empowerment are positively
related to organizational citizenship and job performance.

 High job involvement is also related to reduced absences and lower resignation rates.

 Organizational Commitment In organizational commitment, an employee identifies


with a particular organization and its goals and wishes to remain a member.

 A positive relationship appears to exist between organizational commitment and job


productivity, but it is a modest one.

 A review of 27 studies suggested the relationship between commitment and


performance is strongest for new employees and considerably weaker for more
experienced employees.

Interestingly, research indicates that employees who feel their employers fail to keep
promises to them feel less committed, and these reductions in commitment, in turn,
lead to lower levels of creative performance

 Theoretical models propose that employees who are committed will be less likely to
engage in work withdrawal even if they are dissatisfied, because they have a sense of
organizational loyalty.

 On the other hand, employees who are not committed, who feel less loyal to the
organization, will tend to show lower levels of attendance at work across the board.

 Research confirms this theoretical proposition. It does appear that even if employees
are not currently happy with their work, they are willing to make sacrifices for the
organization if they are committed enough.

The Impact of Dissatisfied Employees on the Workplace

 One theoretical model—the exit–voice–loyalty–neglect framework—is


helpful in understanding the consequences of dissatisfaction.
 Exhibit 3-5 illustrates the framework’s four responses, which differ along
two dimensions: constructive/ destructive and active/passive.

The responses are as follows:

Identify 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: The voice response includes actively and constructively attempting


to improve conditions, including suggesting improvements, discussing
problems with superiors, and undertaking some forms of union activity.

 Loyalty: The loyalty response means passively but optimistically waiting for
conditions to improve, including speaking up for the organization in the
face of external criticism and trusting the organization and its management
to “do the right thing.”

 Neglect. The neglect response passively allows conditions to worsen and


includes chronic absenteeism or lateness, reduced effort, and increased
error rate.

You might also like