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Kelli J. SchutteWilliam Jewell College

Robbins, Judge, and Vohra

Organizational Behavior14th Edition

Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

Authoried adaptation !ro" the #nited $tates edition o! OrganizationalBehavior, 14e

Attitudes and Job

Satisfaction

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Chapter Learning Objectives

After studying this chapter, you should be able to Contrast the three components of an attitude.

Summarize the relationship between attitudes and behavior.

Compare and contrast the major job attitudes.

Define job satisfaction and show how it can be measured. Summarize the main causes of job satisfaction.

Identify four employee responses to dissatisfaction.

Show whether there are cultural differences in job

satisfaction.

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Attitudes

Evaluative statements or judgments concerning objects,people, or events

Three components of an attitude:

TheThe

emotional oremotional or

feelingfeeling

segment ofsegment of

an attitudean attitude

The opinionThe opinion

or beliefor belief

segment ofsegment of

an attitudean attitude

An intention toAn intention tobehae in abehae in a

certain wa!certain wa!

toward someonetoward someone

or somethingor something

See " # $ % & % T 3'1

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Does Behavior Always Follow fromAttitudes

!eon "estinger # $o, the reverse is so%eti%es true& 'ognitive (issonanceAny incompatibility between two

or more attitudes or between behavior and attitudes

Individuals see to reduce this uncomfortable !ap" or

dissonance" to reach stability and consistency Consistency is achieved by chan!in! the attitudes"

modifyin! the behaviors" or throu!h rationalization

Desire to reduce dissonance depends on:

# Importance of elements

# De!ree of individual influence

# $ewards involved in dissonance

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!oderating "ariables

)he %ost po*erful %oderators of the attitude+behavior relationship are

Importance of the attitude

Correspondence to behavior

%&istence of social pressures

'ersonal and direct e&perience of the attitude

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#redicting Behavior from Attitudes

Important attitudes have a stron! relationship to

behavior.

The closer the match between attitude and

behavior" the stron!er the relationship:

# Specific attitudes predict specific behavior# (eneral attitudes predict !eneral behavior

The more fre)uently e&pressed an attitude" the

better predictor it is.

*i!h social pressures reduce the relationship and

may cause dissonance.

+ttitudes based on personal e&perience are

stron!er predictors.

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$hat are the !ajor %ob Attitudes

Job atisfaction + positive feelin! about the jobresultin! from an evaluation of its

characteristics

Job -nvolve%ent

De!ree of psycholo!ical identification

with the job where perceived

performance is important to self,

worth

.sychological E%po*er%ent -elief in the de!ree of influence over

the job" competence" job

meanin!fulness" and autonomy

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Another !ajor %ob Attitude

Organizational 'o%%it%ent Identifyin! with a particular or!anization and its !oals" while

wishin! to maintain membership in the or!anization.

Three dimensions:

# +ffective emotional attachment to or!anization

# Continuance Commitment economic value of stayin!

# ormative moral or ethical obli!ations

*as some relation to performance" especially for new

employees.

/ess important now than in the past now perhaps more ofan occupational commitment" loyalty to profession rather

than a !iven employer.

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And &et !ore !ajor %ob Attitudes'

.erceived Organizational upport /.O0 De!ree to which employees believe the or!anization values

their contribution and cares about their well,bein!.

*i!her when rewards are fair" employees are involved in

decision main!" and supervisors are seen as supportive.

*i!h '0S is related to hi!her 0C-s and performance.

E%ployee Engage%ent

The de!ree of involvement with" satisfaction with" and

enthusiasm for the job.

%n!a!ed employees are passionate about their wor and

company.

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%ob (atisfaction

One of the pri%ary ob attitudes %easured2 -road term involvin! a comple& individual summation of a

number of discrete job elements.

3o* to %easure

Sin!le !lobal ratin! 1one )uestion2one answer3

Summation score 1many )uestions2one avera!e3

Are people satisfied in their obs

In India" yes. Seventy,one percent of Indian employees

surveyed are satisfied with their jobs. $esults vary by employee facets of the job.

Compensation" benefits" and incentives are the most

problematic elements in India.See " # $ % & % T 3'2

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'ay influences job satisfaction only to a point. 0nce an individual reaches a comfortable level of livin!" there

is no relationship between amount of pay and job satisfaction.

4oney may brin! happiness" but not necessarily job

satisfaction.

'ersonality can influence job satisfaction.

e!ative people are usually not satisfied with their jobs.

Those with positive core self-evaluation are more satisfied

with their jobs.

Causes of %ob (atisfaction

See " # $ % & % T 3'3

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)mployee *esponses toDissatisfaction

See " # $ % & % T 3'(

Actie

/assie

Constructie0estructie

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Outcomes of %ob (atisfaction

5ob 'erformance Satisfied worers are more productive +D more

productive worers are more satisfied6

The causality may run both ways.

Customer Satisfaction

Satisfied frontline employees increase customer

satisfaction and loyalty.

+bsenteeism

Satisfied employees are moderately less liely to miss

wor.

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!ore Outcomes of %ob (atisfaction

Turnover Satisfied employees are less liely to )uit.

4any moderatin! variables in this relationship.

# %conomic environment and tenure

# 0r!anizational actions taen to retain hi!h performers and to

weed out lower performers

7orplace Deviance

Dissatisfied worers are more liely to unionize" abuse

substances" steal" and withdraw.

Despite the overwhelming evidence of the impact of job

satisfactionon the bottom line, most managers are either

unconcerned about or overestimate worker satisfaction.

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+lobal ,mplications

+re %mployees in Some Cultures 4ore Satisfied 7ithTheir 5obs8

+ccordin! to some studies" 7estern worers appear to bemore satisfied than those in %astern cultures. This may be

because 7esterners emphasize positive emotions andindividual happiness more than do those in %astern cultures.

+nother study showed that Indian employees rated theirsatisfaction hi!her than other employees in the +sia,'acific

re!ion-

See " # $ % & % T 3')

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All rights reserved2 $o part of this publication %ay be reproduced,stored in a retrieval syste%, or trans%itted, in any for% or by any

%eans, electronic, %echanical, photocopying, recording, or other*ise,*ithout the prior *ritten per%ission of the publisher2 .rinted in the

5nited tates of A%erica2

'opyright 67811 .earson Education, -nc2.ublishing as .rentice 3all

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