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Chapter Two OB

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Chapter Two OB

Uploaded by

prasenjit6563
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Chapter-Two

Attitudes and Job Satisfaction

Dr. Shah Ridwan Chowdhury


Learning Outcome
 Contrast the three components of an attitude.
 Summarize the relationship between attitudes and behaviour.
 Compare the major job attitudes.
 Identify the two approaches for measuring job satisfaction.
 Summarize the main causes of job satisfaction.
 Identify four outcomes of job satisfaction.
 Identify four employee responses to job dissatisfaction.

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Job Attitudes

Attitudes are judgments or evaluative statements—either


favourable or unfavourable—about objects, people, or events.

They reflect how we feel about something.

When you say, “I like my job,” you are expressing your attitude

about your work.

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Job Attitudes

Attitudes have three components:

cognition, affect, and behaviour.


Cognitive component: The opinion or belief segment of an
attitude
Affective component: The emotional or feeling segment of
an attitude.
Behavioural component: An intention to behave in a
certain way toward someone or something

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Job Attitudes

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Attitudes and Behavior

Research, in general, supports the idea that attitudes predict future


behaviour.

Several powerful characteristics change the nature of the attitudes-


behaviour relationship:
 The importance of the attitude,
 Its correspondence to behaviour,
 Its accessibility,
 The presence of social pressures, and
 Whether a person has direct experience with the attitude.
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Attitudes and Behavior

Cognitive dissonance: Any incompatibility between two or more


attitudes or between behaviour and attitudes.

No individual can avoid dissonance.

The desire to reduce dissonance depends on three factors:


 The importance of the elements creating dissonance,
 The degree of influence we believe we have over those elements,
and
 The rewards of dissonance.

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Major Attitudes

 Organizational identification: The extent to which employees


define themselves by the same characteristics that define their
organization.
 Job satisfaction: A positive feeling about one’s job resulting from
an evaluation of its characteristics.
 Job involvement: The degree to which people psychologically
identify with their jobs and consider their perceived performance
levels important to their self-worth.

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Major Attitudes

 Psychological empowerment: Employees’ beliefs in the degree to


which they influence their work environment, competencies,
meaningfulness of their job, and autonomy. The more “empowered”
employees are, the more likely they are to perform well, engage in
organizational citizenship behaviours (OCB), and be creative. (They
are also less likely to intend to leave the organization.)

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Major Attitudes

 Organizational Commitment: An employee with strong


organizational commitment identifies with their organization and its
goals and wishes to remain a member. Emotional attachment to an
organization and belief in its values are the gold standard for
employee commitment.

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Major Attitudes

Theorists considered commitment to be comprised of three components:


affective, normative, and continuance commitment.

Affective commitment reflects emotional attachment to and involvement


in an organization.

Normative commitment reflects the sense of obligation an employee


feels to an organization.

Finally, continuance commitment reflects employees’ consideration of


the costs of leaving an organization and a drive to continue as an
employee.
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Major Attitudes

 Perceived organizational support (POS): The degree to which


employees believe that the organization values their contributions
and cares about their well-being.

People perceive their organizations as supportive when they are


treated fairly by other organization members, have a high-
quality relation ship with the organization, and perceive their
organization’s practices to be supportive, developmental, and
fair.

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Major Attitudes

 Employee Engagement: The degree of enthusiasm an employee


feels for the job.

Employee engagement, in many ways, represents a combination of


attitudes (e.g., satisfaction and commitment) but exceeds
these, meaning some thing like “devotion” or giving your “heart
and soul” to your work.

Highly engaged employees have a passion for their work and feel a
deep connection to their companies.

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Job Satisfaction

It is one of the most critical job attitudes and predicts several


important business outcomes.

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What Causes Job Satisfaction?
Job Conditions: Generally, interesting jobs that provide training,
variety, independence, and control satisfy most employees.
Interdependence, feedback, social support, and interaction with
coworkers outside the workplace are also strongly related to job
satisfaction.

Personality and Individual Differences: People who have positive


core self-evaluations (CSEs); — who believe in their inner worth and
basic competence—are more satisfied with their jobs than people with
negative CSEs. Moreover, intelligent people tend to be more satisfied
with their jobs. Fit between the person and the job matters, too.
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What Causes Job Satisfaction?
Pay: People often talk about whether they are satisfied with their pay,
even comparing their income with other people’s incomes (e.g., peers
or the typical person who does their job).

Income does correlate with job satisfaction and overall happiness


for many people, and people do experience decrements in job
satisfaction when they detect discrepancies with others.

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Outcomes of Job Satisfaction

 Job Performance
 Organizational Citizenship Behavior (OCB)
 Customer Satisfaction
 Life Satisfaction

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The Impact of Job Dissatisfaction

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The Impact of Job Dissatisfaction

 Exit. The exit response directs behaviour toward leaving the


organization, including looking for a new position or resigning.
 Voice. The voice response includes actively and constructively
attempting to improve conditions, including suggesting
improvements, discussing problems with superiors, and undertaking
union activity.

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The Impact of Job Dissatisfaction

 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 an
increased error rate.

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Counterproductive Work Behaviour
(CWB)
Actions that actively damage the organization, including stealing,
behaving aggressively toward coworkers, or being late or absent.
Absenteeism

Turnover

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Thank You!

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