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The document discusses attitudes, particularly in the workplace, highlighting their components: emotional feelings, opinions, and behavioral intentions. It emphasizes the importance of job satisfaction, its causes, and its impact on job performance, organizational citizenship behaviors, and employee turnover. Additionally, it explores values, generational differences in work values, and the significance of perceived organizational support and employee engagement.

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5 views

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The document discusses attitudes, particularly in the workplace, highlighting their components: emotional feelings, opinions, and behavioral intentions. It emphasizes the importance of job satisfaction, its causes, and its impact on job performance, organizational citizenship behaviors, and employee turnover. Additionally, it explores values, generational differences in work values, and the significance of perceived organizational support and employee engagement.

Uploaded by

pivoh13045
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 18

Attitudes

Evaluative statements or judgments


concerning objects, people, or events.
Three components of an attitude:
The
emotional or
feeling
The opinion segment of
or belief an attitude
segment of
an attitude
An intention to behave
in a certain way toward
someone or something
Does Behavior Always Follow
from Attitudes?
 Leon Festinger – No, the reverse is sometimes
true!
 Cognitive Dissonance: Any incompatibility
between two or more attitudes or between
behavior and attitudes
◦ Individuals seek to reduce this uncomfortable gap,
or dissonance, to reach stability and consistency
◦ Consistency is achieved by changing the
attitudes, modifying the behaviors, or through
rationalization
◦ Desire to reduce dissonance depends on:
 Importance of elements
 Degree of individual influence
 Rewards involved in dissonance
What are the Major Job
Attitudes?
Job Satisfaction
◦ A positive feeling
about the job resulting
from an evaluation of
its characteristics
What factors are most important for your Job
Satisfaction?
1. Autonomy & 10. Job Security
Independence 11. Job Specific Training
2. Benefits 12. Management recognition
3. Career advancement of employee job perform.
Opportunities 13. Meaningfulness of the
4. Career development job
opportunities 14. Networking
5. Compensation/Pay 15. Opportunities to use
6. Communication between skills /abilities
management Employees 16. Organizations
7. Contribution of work to commitment to prof. dev.
business goals 17. Overall corporate culture
8. Feeling safe in the work 18. Relationship with
env. coworkers
9. Flexibility to balance 19. Relationship with
work life issues immediate supervisor
Guidelines for promoting Job
Satisfaction
Making jobs fun

Pay people fairly

Match people to fit their interests

Avoid boring ,repititive jobs


Job Satisfaction
One
of the primary job attitudes
measured.
◦ Broad term involving a complex
individual summation of a number of
discrete job elements.
Causes of Job Satisfaction
 Payinfluences job satisfaction only to a
point.
◦ After about $40,000 a year (in the U. S.),
there is no relationship between amount of
pay and job satisfaction.
◦ Money may bring happiness, but not
necessarily job satisfaction.

 Personality can influence job satisfaction.


◦ Negative people are usually not satisfied with
their jobs.
◦ Those with positive core self-evaluation (the
degree to which people like or dislike themselves) are more satisfied
with their jobs.
Employee Responses to
Dissatisfaction
Active

Destructive Constructive

Passive
Outcomes of Job
Satisfaction
Job Performance
◦ Satisfied workers are more productive
AND more productive workers are more
satisfied!
◦ The causality may run both ways.
Organizational Citizenship Behaviors
◦ Satisfaction influences OCB through
perceptions of fairness.
Customer Satisfaction
◦ Satisfied frontline employees increase
customer satisfaction and loyalty.
Absenteeism
◦ Satisfied employees are moderately less
likely to miss work.
More Outcomes of Job
Satisfaction
 Turnover
◦ Satisfied employees are less likely to quit.
◦ Many moderating variables in this relationship.
 Economic environment and tenure
 Organizational actions taken to retain high performers
and to weed out lower performers
 Workplace Deviance
◦ Dissatisfied workers are more likely to unionize,
abuse substances, steal, be tardy, and withdraw.

Despite the overwhelming evidence of the


impact of job satisfaction on the bottom line,
most managers are either unconcerned
about or overestimate worker satisfaction.
What are the Major Job
Attitudes?
Job Involvement
◦ Degree of psychological identification
with the job where perceived
performance is important to self-worth

Psychological Empowerment
◦ Belief in the degree of influence over
the job, competence, job
meaningfulness, and autonomy
Another Major Job Attitude
Organizational Commitment
◦ Identifying with a particular organization
and its goals, while wishing to maintain
membership in the organization.
◦ Three dimensions:
 Affective – emotional attachment to organization
 Continuance Commitment – economic value of
staying
 Normative - moral or ethical obligations
◦ Has some relation to performance,
especially for new employees.
◦ Less important now than in past – now
perhaps more of occupational
commitment, loyalty to profession rather
than a given employer.
And Yet More Major Job
Attitudes…
 Perceived Organizational Support (POS)
◦ Degree to which employees believe the
organization values their contribution and
cares about their well-being.
◦ Higher when rewards are fair, employees
are involved in decision-making, and
supervisors are seen as supportive.
◦ High POS is related to higher OCBs and
performance.
 Employee Engagement
◦ The degree of involvement with,
satisfaction with, and enthusiasm for the
job.
◦ Engaged employees are passionate about
their work and company.
Values
Basic convictions on how to conduct
yourself or how to live your life that is
personally or socially preferable – “How
To” live life properly.

Attributes of Values:
◦ Content Attribute – that the mode of
conduct or end-state is important
◦ Intensity Attribute – just how important that
content is.
Value System
◦ A person’s values rank ordered by intensity
◦ Tends to be relatively constant and
consistent
Classifying Values – Rokeach
Value Survey
Terminal Values
◦ Desirable end-states of existence; the
goals that a person would like to achieve
during his or her lifetime
Instrumental Values
◦ Preferable modes of behavior or means
of achieving one’s terminal values
People in same occupations or
categories tend to hold similar values
◦ But values vary between groups
◦ Value differences make it difficult for
groups to negotiate and may create
conflict
Values in the Rokeach Survey
Value Differences Between
Groups

Source: Based on W. C. Frederick and J. Weber, “The Values of Corporate Managers and Their Critics: An Empirical Description
and Normative Implications,” in W. C. Frederick and L. E. Preston (eds.) Business Ethics: Research Issues and Empirical Studies
(Greenwich, CT: JAI Press, 1990), pp. 123–44.
Generational Values
Approxim
Entered ate
Cohort Dominant Work Values
Workforce Current
Age
Veteran 1950-1964 65+ Hard working,
s conservative, conforming;
loyalty to the organization
Boomer 1965-1985 40-60s Success, achievement,
s ambition, dislike of
authority; loyalty to
career
Xers 1985-2000 20-40s Work/life balance, team-
oriented, dislike of rules;
loyalty to relationships
Nexters 2000- Under 30 Confident, financial
Present success, self-reliant but
team-oriented; loyalty to
both self and relationships

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