Organizational Chapter 3 15th Global Edition Behavior Robbins...

Copyright © 2013 Pearson Education

Organizational Behavior

15th Global Edition

Attitudes and Job Satisfaction

3-1

Robbins and Judge Chapter3


Contrast the Three

Components of an Attitude

3-2

Attitudes: Evaluative statements –either favorable or

unfavorable– or judgments concerning 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.


Contrast the Three


3-3

Evaluative statements –either favorable or unfavorable–

or judgments concerning objects, people, or events

Three components of an attitude:

Attitude

Behavioral

Cognitive

Affective The emotional or feeling segment of an attitude

The opinion or belief segment of

an attitude An intention to behave in a certain way toward someone or something


Contrast the Three


3-4

Example: Negative attitude towards the payment

Cognitive component: My pay is low

Affective component: I am angry over how little I’m paid

Behavioral component: I’m going to look for another job

that pays better


Contrast the Three


3-5

Copyright © 2013 Pearson Education 3-6


Summarize the Relationship

Between Attitudes and Behavior

3-7

The research on attitudes assumed they were causally

related to behavior.

Festinger argued that attitudes follow behavior.

This illustrates the effects of cognitive dissonance. Cognitive Dissonance is incompatibility an individual might

perceive between two or more attitudes or between behavior

and attitudes.


Summarize the Relationship

Between Attitudes and Behavior

3-8

Example: A friend of yours has consistently argued that

the quality of U.S. cars isn’t up to that of imports and that

he’d never own anything but a Japanese or German car.

But his dad gives him a late-model Ford Mustang, and

suddenly he says U.S. cars aren’t so bad.

Festinger argued that any form of inconsistency is

uncomfortable and that individuals will therefore attempt

to reduce it.


Compare and Contrast the Major Job

Attitudes

3-9

Most of the research in OB has looked at three

attitudes:

Job satisfaction,

Job involvement, and

Organizational commitment.

Other important attitudes:

Perceived organizational support

Employee engagement



Attitudes

3-10

Job Satisfaction

A positive feeling about the 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.



Attitudes

3-11

Job Involvement

Degree of psychological identification with the job where

perceived performance is 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.

High levels of job involvement are positively related to

organizational citizenship and job performance. High job

involvement is also related to reduced absences and lower

resignation rates.


Compare and Contrast

the Major Job Attitudes

3-12

Organizational Commitment

Identifying with a particular organization and its goals,

while wishing to maintain membership in the

organization.

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.




3-13

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 organizational

citizenship behavior and job performance.




3-14

Employee Engagement

The degree of involvement with, satisfaction with,

and enthusiasm for the job.

Highly engaged employees have a passion for

their work and feel a deep connection to their

company; disengaged employees have

essentially checked out—putting time but not

energy or attention into their work.




3-15

Are These Job Attitudes Really Distinct?

No: these attitudes are highly related

Variables may be redundant (measuring the same thing under

a different name)

While there is some distinction, there is also a lot of overlap.

Example: If people feel deeply engaged by their job (high job

involvement), isn’t it probable they like it too (high job

satisfaction)? Won’t people who think their organization is

supportive (high perceived organizational support) also feel

committed to it (strong organizational commitment)?


Define Job Satisfaction

and Show How It Can Be Measured

3-16

Job satisfaction

A positive feeling about a job resulting from an

evaluation of its characteristics

Two approaches for measuring Job Satisfaction are

popular:

The single global rating

The summation of job facets




3-17

The single global rating is a response to one question,

such as “All things considered, how satisfied are you with

your job?”

(1) Highly satisfied

(2) Satisfied

(3) Neither satisfied nor dissatisfied

(4) Dissatisfied

(5) Highly dissatisfied




3-18

The summation of job facets, is more sophisticated.

It identifies key elements in a job:

nature of the work, supervision, present pay, promotion

opportunities, and relationships with co-workers.

Respondents rate these on a standardized scale, and

researchers add the ratings to create an overall job

satisfaction score.


How Satisfied Are People in Their Jobs?

3-19

Insert Exhibit 3.2



3-20

Pay influences job satisfaction only to a point.

After a certain amount of money there is no

relationship between amount of pay and job

satisfaction.

Money may bring happiness, but not necessarily job

satisfaction.



3-21 Insert Exhibit 3-22

Insert Exhibit 3-3


Main Causes of Job Dissatisfaction

3-22


Consequences of Job Dissatisfaction

3-23

If employees don’t like their work environment, they’ll

respond somehow

One worker might quit. Another might use work time to

surf the Internet or take work supplies home for personal

use.


Consequences of Job Dissatisfaction

3-24

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