MABALACAT CITY COLLEGE
Institute of Business Education
1st Semester, Academic Year 2020-2021
HBO
MODULE 3: Attitudes and Job Satisfaction
I. INTRODUCTION
Managers should be interested in their employees’ attitudes because attitudes give warnings of potential problems
and influence behavior. 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 effectiveness.
II. OBJECTIVES
Define Attitudes
Enumerate the components of Attitudes
Explain the Major Job Attitudes
Describe Job satisfaction
Discuss the causes of Job Dissatisfaction
III. DISCUSSION
1. ATTITUDES
Attitude refers to feelings, beliefs and behavior predispositions directed towards people, groups, ideas or
objects. It influences the behavior of the individuals. It decides how to act or behave in a particular situation.
2. COMPONENTS OF ATTITUDES
3. What Are the Major Job Attitudes?
A job attitude is a set of evaluations of one's job that constitute one's feelings toward, beliefs about, and
attachment to one's job.
Major Job Attitudes
Organizational commitment -Identifying with a particular organization and its goals, and wishing to
maintain membership in the organization.
Perceived organizational support (POS) -is the degree to which employees believe that their organization
values their contributions and cares about their well-being and fulfills socioemotional needs.
Employee engagement - An individual's involvement with, satisfaction with, and enthusiasm for the
organization.
Job Satisfaction - A collection of positive and/or negative feelings that an individual holds towards his or
her job.
Job Involvement -Identifying with the job, actively participating in it, and considering performance
important to self-worth.
4. JOB SATISFACTION
Job satisfaction a feeling of fulfillment or enjoyment that a person derives from their job.
Job Satisfaction and Employee Performance
Satisfaction and Productivity
Satisfied workers are more productive and more productive workers are more satisfied!
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Worker productivity is higher in organizations with more satisfied workers.
Satisfaction and Absenteeism
Satisfied employees have fewer avoidable absences.
Satisfaction and Turnover
Satisfied employees are less likely to quit.
Organizations take actions to retain high performers and to weed out lower performers.
5. CAUSES OF JOB DISSATISFACTION
a. Underpaid.
b. Limited Career Growth.
c. Lack of Interest.
d. Poor Management.
e. Unsupportive Boss.
f. Lack of Meaningful Work.
g. Opportunities for growth or incentives for meaningful work.
h. Work and Life Balance
Underpaid
Not being paid what one is worth is called being underpaid.
Limited Career Growth.
Not having the opportunity to climb the ladder and grow the career is another area that can foster dissatisfaction
with a position.
Lack of Interest
This is a very straightforward concept; that one should not start his career with a job which is not an interested
area of that person.
Poor Management
The management team plays an important role in an organization. Managers are responsible for motivating
employees, planning, organizing and controlling within the organization.
Unsupportive Boss
Managers who disengage from their employees and focus only on results without providing inspiration,
motivation or support are often unaware that they may be a major cause of job dissatisfaction.
Lack of Meaningful Work
The lack of meaningful work plays a big part in job dissatisfaction. Employees lose interest in work that offers no
challenge.
Opportunities for growth or incentives for meaningful work
It's easy to disengage from a job and organization that doesn't value its employees or offer incentives for job
growth.
Work and Life Balance
Companies that fail to recognize the need for employees to maintain a healthy life and work balance are
ultimately affecting their productivity levels.
The Impact of Satisfied and Dissatisfied Employees on the Workplace
What happens when employees like their jobs, and when they dislike their jobs?
Exit. The exit response directs behavior toward leaving the organization, including looking for a new
position as well as resigning.
Voice. The voice response includes actively and constructively attempting to improve conditions,
including suggesting improvements, discussing problems with superiors, and undertaking some forms of
union activity
Loyalty. The loyalty response means passively but optimistically waiting for conditions to improve,
including speaking up for the organization in the face of external criticism and trusting the organization
and its management to “do the right thing.”
Neglect. The neglect response passively allows conditions to worsen and includes chronic absenteeism or
lateness, reduced effort, and increased error rate
Some take away lessons from the study of attitudes include the following:
Satisfied and committed employees have lower rates of turnover, absenteeism, and withdrawal behaviors.
Managers will also want to measure job attitudes effectively so they can tell how employees are reacting to
their work.
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.
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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.
Prepared by:
Geralyn A. Quiamba, MBM
Instructor
References:
Organizational Behavior 15th edition Stephen Robbins and Timothy A. Judge,
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