Attitudes
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Benavers
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> mmoutege seman
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Attitude
componenis ofan side
i Does Behavior Always Follow from Attitudes?
> Leon Festinger —No, the reverse is sometimes tro!
» Cogniive Dissonance: Any ncompatbilty between two or mere
important tudes navea srong eatonstip to behavior,
» The coser the match between atitude and behavior, the stronger the
‘elationship:
‘+ pact altludes predict specific behavior
‘+ General attudes presict general behavior
>» The more frequently expressed an attitude, the beter predictor its,
> High social pressures rece the relationstip and may cause
dissonance.
> Atitudes based on personal experience are stoncer predictors,
What are the Major Job Attitudes?
Boe! n the degree of ituence over the job,
competence, job meaninghunses, and
‘autonomy
‘Oogree of psychologic dentfenton with the
| where perceved pertomarce i important
foset-worth And Yet More Major Job Attitudes...
> Pecceived Organizational Suppat (POS)
‘+ Degree to which employees believe he organization values their
contribution and cares about ther wellbeing,
+ Higher when rewards are flr, erployees ar involved in decision
‘making, and supervisors ae seen as supporive
+ High POS is related to higher OCBs and performance,
> Employee Engagement
* The dopree of involvement wih, saisacion with, and
enthusiasm for the jo,
+ Engaged employese are pactonate about their work and
company,
Are These Job
Attitudes Really
Distinct?
> Na: these attudes ave hight reat.
> Vaiabies may be redundant (easing the same
thing under a aerent nme)
> While there is some distinction, there is also a ft
Be patient, OB researchers are working on it! of overlap. Job Satisfaction
> Ono othe primary job aituces measured.
* Broad fer involving a complex indvidual
surimation of @ numberof excrete job
elements.
> How to measure?
* Single glotal rating (one question/one
‘anower) - Best
‘+ Summation score (many questions/one
average) -OK
+ Are people saistedin their jobs?
inthe U.S, yes, but he level appears to
be dropping.
+ Results vary by employee facets ofthe ob
* ay are promotion are te most
problematic elements
Causes of Job
Satisfaction
> Poy intuences job satisfaction only 0 a point
* After abou! $40,000 per year (in he US),
there ie ne relationship between amount of
ay and jb setistactio,
‘+ Money may bang happiness, but not
evestarly job saisaction.
> Personality can influence job satisfaction
“Ngati people are usualy not satisies
‘th their,
‘+ Those with postive core seitevaluaton are
‘mere salisied wi their jobs Active
Employee
Responses to
Dissatisfaction
Outcomes of Job
Satisfaction
vf! > Job Perfomance
+ Sele ores we mow pads AND
nr odithe waare ay arn ed
pecestone oflmes
> catoner samme
» Sete tone smpoyes nome
cure cin an ey
> Amerie
* Safed enplyees ae modesty es
ati wr More Outcomes of
Job Satisfaction
> Turnover
+ Satsied employees are less ikl to gui.
+ Nany modertia variables inthis relationship,
+ Eoorome savirermant an tarure
+ Organizational stiens taken te retain hgh
perfermers and o wees out lower performers
>» Workplace Deviance
> Dissatisfied workers are more sky 10
nonize, abuse substances, sia}, be trey,
‘and withtraw,
‘Despite he overwhelming evidence ofthe impact of
{ob satstaction onthe botom ine, most managers are
‘lhe uncencemed about or overstate worker
‘satefacton. R
Summary and Managerial Implications
a
-
-
. s
Managers should watch employee attitudes:
+ They ave warnngs of potent problems
+ They inftonoe behavior
‘Managers should try to increase job satisfaction
and generate positive job attitudes
‘+ Reduces costs by kwvering turnover,
sbsenteser, tardiness, theft, and increasing
oce
Focus on the intrinsic parts of the job: make work
challenging and interesting
* Pay isnot enough