Attitudes and Job Satisfaction

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Chapter 3:

General attitudes predict general behavior 3. Accessibility

Attitudes and Job Satisfaction
Attitudes: Evaluative Statements (fav. or unfav) about objects, people or events “I like my job” – Attitude about my job Components of Attitude: 1. Cognitive I am overloaded A description of or belief in the way things are Opinion / belief segment 2. Affective I hate this job More critical part of attitude Emotional or feeling segment of the attitude 3. Behavioral I am looking for another job Intention to behave in a certain way towards someone or something Very interdependent components. Esp Cognition and Affect 2. Major Job Attitudes 1. Job Satisfaction Positive feeling about a job resulting from an evaluation of its characteristics Job Involvement Degree to which people identify psychologically with their job+ consider perceived performance level as self-worth Psychological Empowerment – employee’s belief in the degree to which he/she is influencing the work environment, their competence, meaningfulness of job and perceived autonomy

Memory-easy access-predicts our behavior We remember attitudes we express often 4. Presence of social pressures

Non Smoker working in Tobacco factory 5. Direct Experience with the attitude

A-B bond will be much stronger with direct personal exp
Eg: Asking college students about work pressure would not give substantial results

Leon Festinger
Conventional thought: Behavior is always assumed to follow from attitude Challenged by Leon Festinger – Attitudes follow behavior (eg: using a car you despised because you are forces to changes your attitude about the car)

High amounts of JI and PE leads to reduced absences and lower turnover rates 3. Organizational Commitment 3 separate dimensions: a. b. c. Affective Continuance Normative

Cognitive Dissonance When an individual faces incompatibility across components of attitude or between attitude and behavior or attitudes themselves The normal human tendency is to reduce this incompatibility and seek a stable state (minimum of dissonance*) *dissonance – means incongruity/disagreement

Affective

• Emotional Attachment to Organzn (ALLEGIANCE) • Perceived economic value of continuing with the Organzn • Obligation to remain due to moral/ethical reasons OBLIGATION

People want to have a consistency between their attitudes and behavior. 2 ways employed: 1. Change their attitude / behavior

Continuance

2. Develop a rationale for the discrepancy Eg: Tobacco Workers who do not smoke Desire to reduce Dissonance depends on: 1. 2. 3. Importance Influence Rewards

Normative

POS: Perceived Organization Support
Degree to which employees believe that the • • Org. values their contribution and cares about their well being

Moderating Variables of attitudes relations:
1. Importance of the Attitude Important attitudes reflect our fundamental values Show a strong relation to behavior 2. Correspondence to behavior

Employee Engagement:
Relatively new concept Involvement with, satisfaction with, and enthusiasm for work Engaged employees have a deep commitment, whereas disengaged employees put only time and no energy/attention to work

Specific attitudes predict specific behavior

Namith Najeeb – PGP -15 -028

Job Satisfaction
Positive feeling about a job resulting from an evaluation of its characteristics 2 approaches to measuring JS: 1. Single Global Rating 1 2 3 4 5

Outcomes of Satisfaction & Dissatisfaction
Job Satisfaction & Job Performance Happy Workers > Perform better Not a myth anymore, has been proved empirically Org .with more satisfied employees perform better Job Satisfaction & OCB Organizational Citizenship Behavior Satisfied talk +ve about the company, help others and do more Fairness perception – giving back the goodness they received Job Satisfaction & Customer Satisfaction Satisfied employees increase customer satisfaction and loyalty Employee morale goes down – sales effected

All things...
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