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Kelli J.SchutteWilliam Jewell CollegeRobbins&JudgeOrganizational Behavior14th EditionChapterChapter Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall Attitudes and Job Satisfaction3 33-0Chapter Learning ObjectivesAfterstudyingthischapter,youshouldbeableto: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 job satisfaction is a relevant concept in countries other than the United States.3-1 Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall3-2 Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall3-3 Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall3-4AttitudesEvaluative statements or judgments concerning objects,people,or eventsThree components of an attitude:AttitudeAttitudeBehavioralBehavioralCognitiveCognitiveAffectiveAffectiveThe emotional or The emotional or feeling segment feeling segment of an attitudeof an attitudeThe opinion or The opinion or belief segment of belief segment of an attitudean attitudeAn intention to behave An intention to behave in a certain way toward in a certain way toward someone or somethingsomeone or somethingSee E X H I B I T 313-5 Copyright 2011 Pearson Education,Inc.publishing as Prentice HallDoes Behavior Always Follow from Attitudes?LeonFestingerNo,thereverseissometimestrue!CognitiveDissonance: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 consistencyConsistency is achieved by changing the attitudes,modifying the behaviors,or through rationalizationDesire to reduce dissonance depends on:Importance of elementsDegree of individual influence Rewards involved in dissonance3-6 Copyright 2011 Pearson Education,Inc.publishing as Prentice HallModerating Variables Themostpowerfulmoderatorsoftheattitude-behaviorrelationshipare:Importance of the attitudeCorrespondence to behaviorAccessibilityExistence of social pressuresPersonal and direct experience of the attitudeBehaviorPredictAttitudesModerating Variables3-7 Copyright 2011 Pearson Education,Inc.publishing as Prentice HallPredicting Behavior from AttitudesImportant attitudes have a strong relationship to behavior.The closer the match between attitude and behavior,the stronger the relationship:Specific attitudes predict specific behaviorGeneral attitudes predict general behaviorThe more frequently expressed an attitude,the better predictor it is.High social pressures reduce the relationship and may cause dissonance.Attitudes based on personal experience are stronger predictors.3-8 Copyright 2011 Pearson Education,Inc.publishing as Prentice HallWhat are the Major Job Attitudes?JobSatisfactionA positive feeling about the job resulting from an evaluation of its characteristicsJobInvolvementDegree of psychological identification with the job where perceived performance is important to self-worthPsychologicalEmpowermentBelief in the degree of influence over the job,competence,job meaningfulness,and autonomy3-9 Copyright 2011 Pearson Education,Inc.publishing as Prentice HallAnother Major Job AttitudeOrganizationalCommitmentIdentifying with a particular organization and its goals,while wishing to maintain membership in the organization.Three dimensions:Affective emotional attachment to organizationContinuance Commitment economic value of stayingNormative moral or ethical obligationsHas some relation to performance,especially for new employees.Less important now than in the past now perhaps more of an occupational commitment,loyalty to profession rather than a given employer.3-10 Copyright 2011 Pearson Education,Inc.publishing as Prentice HallAnd Yet More Major Job AttitudesPerceivedOrganizationalSupport(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.EmployeeEngagementThe degree of involvement with,satisfaction with,and enthusiasm for the job.Engaged employees are passionate about their work and company.3-11 Copyright 2011 Pearson Education,Inc.publishing as Prentice HallAre 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.Be patient,OB researchers are working on it!3-12 Copyright 2011 Pearson Education,Inc.publishing as Prentice HallJob SatisfactionOneoftheprimaryjobattitudesmeasured.Broad term involving a complex individual summation of a number of discrete job elements.Howtomeasure?Single global rating(one question/one answer)-BestSummation score(many questions/one average)-OKArepeoplesatisfiedintheirjobs?In the U.S.,yes,but the level appears to be dropping.Results vary by employee facets of the job.Pay and promotion are the most problematic elements.See E X H I B I T 323-13 Copyright 2011 Pearson Education,Inc.publishing as Prentice HallPay influences job satisfaction only to a point.After about$40,000 per 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 are more satisfied with their jobs.Causes of Job SatisfactionSee E X H I B I T 333-14 Copyright 2011 Pearson Education,Inc.publishing as Prentice HallEmployee Responses to DissatisfactionExitExit Behavior Behavior directed toward directed toward leaving the leaving the organizationorganizationVoiceVoice Active and Active and constructive constructive attempts to attempts to improve improve conditionsconditionsNeglectNeglect Allowing Allowing conditions to conditions to worsenworsenLoyaltyLoyalty Passively Passively waiting for waiting for conditions to conditions to improveimproveSee E X H I B I T 34ActivePassiveConstructiveDestructive3-15 Copyright 2011 Pearson Education,Inc.publishing as Prentice HallOutcomes of Job SatisfactionJob PerformanceSatisfied workers are more productive AND more productive workers are more satisfied!The causality may run both ways.Organizational Citizenship BehaviorsSatisfaction influences OCB through perceptions of fairness.Customer SatisfactionSatisfied frontline employees increase customer satisfaction and loyalty.AbsenteeismSatisfied employees are moderately less likely to miss work.3-16 Copyright 2011 Pearson Education,Inc.publishing as Prentice HallMore Outcomes of Job SatisfactionTurnoverSatisfied employees are less likely to quit.Many moderating variables in this relationship.Economic environment and tenureOrganizational actions taken to retain high performers and to weed out lower performersWorkplace DevianceDissatisfied 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.3-17 Copyright 2011 Pearson Education,Inc.publishing as Prentice HallGlobal ImplicationsIs Job Satisfaction a U.S.Concept?No,but most of the research so far has been in the U.S.Are Employees in Western Cultures More Satisfied With Their Jobs?Western workers appear to be more satisfied than those in Eastern cultures.Perhaps because Westerners emphasize positive emotions and individual happiness more than do those in Eastern cultures.See E X H I B I T 353-18 Copyright 2011 Pearson Education,Inc.publishing as Prentice HallSummary and Managerial ImplicationsManagers should watch employee attitudes:They give warnings of potential problemsThey influence behaviorManagers should try to increase job satisfaction and generate positive job attitudesReduces costs by lowering turnover,absenteeism,tardiness,theft,and increasing OCBFocus on the intrinsic parts of the job:make work challenging and interestingPay is not enough3-19 Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall如何提高员工工作满意度 Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall3-20 Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall3-21 Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall3-22 Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall3-23 Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall3-24 Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall3-25 Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall3-26 Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall3-27 Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall3-28Allrightsreserved.Nopartofthispublicationmaybereproduced,storedinaretrievalsystem,ortransmitted,inanyformorbyanymeans,electronic,mechanical,photocopying,recording,orotherwise,withoutthepriorwrittenpermissionofthepublisher.PrintedintheUnitedStatesofAmerica.Copyright2011PearsonEducation,Inc.PublishingasPrenticeHall3-29 Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall