Learning Objectives

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Job S
Chapter 3
Attitudes and
Job Satisfaction
(Click on the title when connected to the Internet for online video teaching notes)

Learning Objectives

After studying this chapter, students should be able to (ppt3-1):

1. Contrast the three components of an attitude.
2. Summarize the relationship between attitudes and behavior. 3. Compare and contrast the major job attitudes.
4. Define job satisfaction and show how it can be measured. 5. Summarize the main causes of job satisfaction.
6. Identify four employee responses to dissatisfaction.
7. Show whether job satisfaction is a relevant concept in countries other than the United States.

Instructor Resources

Text Exercises
• An Ethical Choice: I don’t hate my job…I hate you • International OB : Chinese Employees and Organizational Commitment • Myth or Science? “Happy Workers Are Productive Workers” • Point/Counterpoint: Managers Can Create Satisfied Employees • Questions for Review

• Experiential Exercise: What Factors Are Most Important To Your Job Satisfaction? • Ethical Dilemma: Are U.S. Workers Overworked?

Text Cases
• Case Incident 1: Thinking Your Way to a Better Job
• Case Incident 2: Job Satisfaction in the United Arab Emirates

Instructor’s Choice - Discovering Your Own VALS

This section presents an exercise that is NOT found in the student's textbook. Instructor's Choice reinforces the text's emphasis through various activities. Some Instructor's Choice activities are centered on debates, group exercises, Internet research, and student experiences. Some can be used in-class in their entirety, while others require some additional work on the student's part. The course instructor may choose to use these at anytime throughout the class—some may be more effective as icebreakers, while some may be used to pull together various concepts covered in the chapter.

|[pic] |WEB EXERCISES | | |At the end of each chapter of this Instructor’s Manual, you will find suggested exercises and ideas for researching the | | |WWW on OB topics. The exercises “Exploring OB Topics on the Web” are set up so that you can simply photocopy the pages, | | |distribute them to your class, and make assignments accordingly. You may want to assign the exercises as an out-of-class | | |activity or as lab activities with your class. |

Summary and Implications for Managers

Managers should be interested in their employees’ attitudes because attitudes give warnings of potential problems and because they influence behavior. Satisfied and committed employees, for instance, have lower rates of turnover, absenteeism, and withdrawal behaviors. They also perform better on the job. Given that managers want to keep resignations and absences down—especially among their most productive employees—they’ll want to do things that generate positive job attitudes. As one review put it, “A sound measurement of overall job attitude is one of the most useful pieces of information an organization can have about its employees.”

The most important thing managers can do to raise employee satisfaction is focus on the intrinsic parts of the job, such as making the work challenging and interesting. Although paying employees poorly will likely not attract high-quality employees to the organization, or keep high performers, managers should realize that high pay alone is unlikely to create a satisfying work environment. Creating a satisfied workforce is hardly a guarantee of successful organizational performance, but evidence strongly suggests that whatever managers can do to improve employee attitudes will likely result in heightened organizational...
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