Bob StretchSouthwestern CollegeRobbins & JudgeOrganizational Behavior13th EditionAttitudes and Job SatisfactionAttitudes and Job Satisfaction3-1 !!" #rentice-$all %nc&'ll rights reserved&Chapter Learning ObjectivesChapter Learning Objectives'(ter stud)ing this cha*ter+ )ou should be able to,Contrast the three components of an attitude.Summarize the relationship between attitudes and behavior.Compare and contrast the major job attitudes.Defne job satisfaction and show how it can be measured.Summarize the main causes of job satisfaction.Identif four emploee responses to dissatisfaction.Show whether job satisfaction is a relevant concept in countries other than the !nited States.3- !!" #rentice-$all %nc&'ll rights reserved&"ttitudes"ttitudesEvaluative statements or judgments concerning objects, people, or events.#hree components of an attitude$-he-he e.otional ore.otional or (eeling(eeling seg.ent o(seg.ent o( an attitude an attitude#he opinion#he opinion or beliefor belief segment ofsegment of an attitude an attitude'n intention to'n intention to behave in abehave in a certain wa)certain wa) toward so.eonetoward so.eone or so.ething or so.ethingSee E / $ % B % -301See E / $ % B % -3013-3 !!" #rentice-$all %nc&'ll rights reserved&Does %ehavior "lwas &ollow from "ttitudes'Does %ehavior "lwas &ollow from "ttitudes'1eon 2estinger 0 3o+ the reverse is so.eti.es true4Cognitive 5issonance, Any incompatibility between two or more attitudes or between behavior and attitudes Individuals see( to reduce this uncomfortable gap) or dissonance)to reach stabilit and consistencConsistenc is achieved b changing the attitudes) modifing the behaviors) or through rationalizationDesire to reduce dissonance depends on$* Importance of elements* Degree of individual in+uence * ,ewards involved in dissonance3-6 !!" #rentice-$all %nc&'ll rights reserved&-oderating .ariables -oderating .ariables -he .ost *ower(ul .oderators o( the attitude-behavior relationshi* are,Importance of the attitudeCorrespondence to behavior"ccessibilit/0istence of social pressures1ersonal and direct e0perience of the attitude.3-7 !!" #rentice-$all %nc&'ll rights reserved&1redicting %ehavior from "ttitudes1redicting %ehavior from "ttitudesImportant attitudes have a strong relationship to behavior.#he closer the match between attitude and behavior) the stronger the relationship$* Specifc attitudes predict specifc behavior* 2eneral attitudes predict general behavior#he more fre3uentl e0pressed an attitude) the better predictor it is.4igh social pressures reduce the relationship and ma cause dissonance."ttitudes based on personal e0perience are stronger predictors.3-8 !!" #rentice-$all %nc&'ll rights reserved&5hat are the -ajor 6ob "ttitudes'5hat are the -ajor 6ob "ttitudes'Job Satis(action" positive feeling about the job resulting from an evaluation of its characteristicsJob %nvolve.entDegree of pschological identifcation with the job where perceived performance is important to self7worth#s)chological E.*ower.ent%elief in the degree of in+uence over the job) competence) job meaningfulness) and autonom3-9 !!" #rentice-$all %nc&'ll rights reserved&"nother -ajor 6ob "ttitude"nother -ajor 6ob "ttitudeOrganizational Co..it.entIdentifing with a particular organization and its goals) while wishing to maintain membership in the organization.#hree dimensions$* "8ective 9 emotional attachment to organization* Continuance Commitment 9 economic value of staing* :ormative 7moral or ethical obligations4as some relation to performance) especiall for new emploees.Less important now than in past 9 now perhaps more of occupational commitment) loalt to profession rather than a given emploer.3-: !!" #rentice-$all %nc&'ll rights reserved&"nd ;et -ore -ajor 6ob "ttitudesone average? 7 O@'re *eo*le satis?ed in their =obs>In the !. S.) es) but the level appears to be dropping.,esults depend on how job satisfaction is measured.1a and promotion are the most problematic elements.See E / $ % B % -30See E / $ % B % -303-11 !!" #rentice-$all %nc&'ll rights reserved& 1a in+uences job satisfaction onl to a point. "fter about ABC)CCC a ear =in the !. S.?) there is no relationship between amount of pa and job satisfaction. -one ma bring happiness) but not necessaril job satisfaction. 1ersonalit can in+uence job satisfaction. :egative people are usuall not satisfed with their jobs. #hose with positive core self-evaluation are more satisfed with their jobs.Causes of 6ob SatisfactionCauses of 6ob SatisfactionSee E / $ % B % -303See E / $ % B % -3033-1 !!" #rentice-$all %nc&'ll rights reserved&/mploee ,esponses to Dissatisfaction/mploee ,esponses to DissatisfactionSee E / $ % B % -306See E / $ % B % -306'ctive#assiveConstructive 5estructive3-13 !!" #rentice-$all %nc&'ll rights reserved&Outcomes of 6ob SatisfactionOutcomes of 6ob Satisfaction6ob 1erformanceSatisfed wor(ers are more productive ":D more productive wor(ers are more satisfedD #he causalit ma run both was.Organizational Citizenship %ehaviorsSatisfaction in+uences OC% through perceptions of fairness.Customer SatisfactionSatisfed frontline emploees increase customer satisfaction and loalt."bsenteeismSatisfed emploees are moderatel less li(el to miss wor(.3-16 !!" #rentice-$all %nc&'ll rights reserved&-ore Outcomes of 6ob Satisfaction-ore Outcomes of 6ob Satisfaction#urnoverSatisfed emploees are less li(el to 3uit.-an moderating variables in this relationship.* /conomic environment and tenure* Organizational actions ta(en to retain high performers and to weed out lower performers5or(place DevianceDissatisfed wor(ers are more li(el to unionize) abuse substances) steal) be tard) and withdraw."espite the overwhelming evidence o# the impact o# job satis#action on the bottom line, most managers are either unconcerned about or overestimate worer satis#action.3-17 !!" #rentice-$all %nc&'ll rights reserved&2lobal Implications2lobal Implications Is 6ob Satisfaction a !. S. Concept' :o) but most of the research so far has been in the !. S. "re /mploees in 5estern Cultures -ore Satisfed 5ith #heir 6obs' 5estern wor(ers appear to be more satisfed than those in /astern cultures. 1erhaps because 5esterners emphasize positive emotions and individual happiness more than do those in /astern cultures.See E / $ % B % -307See E / $ % B % -3073-18 !!" #rentice-$all %nc&'ll rights reserved&Summar and -anagerial ImplicationsSummar and -anagerial Implications-anagers should watch emploee attitudes$ #he give warnings of potential problems#he in+uence behavior-anagers should tr to increase job satisfaction and generate positive job attitudes,educes costs b lowering turnover) absenteeism) tardiness) theft) and increasing OC%&ocus on the intrinsic parts of the job$ mae wor challenging and interesting1a is not enough3-19 !!" #rentice-$all %nc&'ll rights reserved&'ll rights reserved& 3o *art o( this *ublication .a) be re*roduced+ stored in a retrieval s)ste.+ or trans.itted+ in an) (or. or b) an) .eans+ electronic+ .echanical+ *hotoco*)ing+ recording+ or otherwise+ without the *rior written *er.ission o( the *ublisher& #rinted in the @nited States o( '.erica&Co*)right !!" #earson Education+ %nc& #ublishing as #rentice $all