UNIT 2

ATTITUDE & JOB SAISFACTION

 ATTITUDE
In simple words, an "attitude" is an individual's

point of view or an individual's way of looking at

something. To be more explicit, an "attitude" may

be explained as the mental state of an individual,

which prepares him to react or make him behave in

a particular pre-determined way

An attitude is defined as, "a learned pre-disposition to respond in a

consistently favourable or unfavorable manner with respect to a

given object".

Attitude is the combination of beliefs and feelings that people have

about specific ideas, situations or other people. Attitude is important

because it is the mechanism through which most people express

their feelings.
Attitude

is a psychological tendency expressed

when we evaluate a particular entity

with some degree of favor or disfavor

Should poor
performance
be blamed
on “bad
attitude”?
Definition of attitude
• “a predisposition to respond favorably or unfavorably toward
some attitude object” (Fishbein & Ajzen, 1975)
• learned, not innate

• precursors of behavior (precede, predict behavior)

• evaluative dimension

• direction of attitude (plus or minus)

• degree or intensity of attitude

• directed toward an “attitude object”

Model of an Attitude
COMPONENTS OF ATTITUDE

• Attitude has three components, which are as follows:

• Affective component
• Cognitive component
• Intentional component
COMPONENTS
• Affective—How we feel towards situation ?

• Behavioral (Intentional)---How we intend to behave towards

the situational?

• Cognitive---Why we feel that way?

• The affective component of an attitude reflects 'feelings and emotions' that an

individual has towards a situation.

• The cognitive component of an attitude is derived from 'knowledge' that an

individual has about a situation.

• Finally, the intentional component of an attitude reflects how an individual

'expects to behave' towards or in the situation.

• For example, the different components of an attitude held towards a firm,

which supplies inferior products and that too irregularly could be described as

follows:
"I don't like that company"—Affective
component.

"They are the worst supply firm I have ever

dealt with"—Cognitive component.

"I will never do business with them again"'—

Intentional component
.
People try to maintain consistency among the
three components of their attitudes. However,
conflicting circumstances often arise. The
conflict that individuals may experience among
their own attitudes is called 'cognitive
dissonance.’
Cognitive Dissonance

a state of tension that is produced

when an individual experiences

conflict between attitudes and

Behavior-Defective TV
ATTITUDE FORMATION AND CHANGE
• Individual attitude are formed over time as a result of repeated

personal experiences with ideas, situations or people.

• One of the very important ways to understand individual behaviour in an

organization is that of studying attitude, which is situationally specific

and learned.

• An attitude may change as a result of new information. A manager may

have a negative attitude about a new employee because of his lack of

job-related experience. After working with a new person, a manager may

come to realise that he is actually very talented and subsequently may

develop a more positive attitude toward him.

 Two Influences on Attitude
Formation
Attitudes are learned- culture influences:
Vacations- US-2weeks, Europe-One month,
India-Week end getaways
Direct Experience Social Learning
 Learning by
Observing a Model

The learner must:

• Focus on the model
• Retain what was
observed
• Reproduce the
behavior through
practice
• Be motivated

© 2011 Cengage Learning. All rights reserved.

 Attitude–Behavior
Correspondence Requirements

• Attitude Specificity-Anti-Abortion

• Attitude Relevance-I-Tax

• Measurement Timing-Exit polls

•Personality Factors-Self monitoring

• Social Constraints-Women only,

night shifts
 Work-Related Attitudes
• People in an organization form attitude
about many things such as about their
salary, promotion possibilities, superiors,
fringe benefits, food in the canteen,
uniform etc. Especially some important
attitudes are job satisfaction or
dissatisfaction, organizational commitment
and job involvement.
 Work Attitudes
Job satisfaction Organizational Citizenship Behavior-
Beyond call of duty

Job Workplace deviance Behavior

dissatisfaction -Unfairness at work: sabotage,
retaliation
 Job Satisfaction
a pleasurable or positive emotional
state resulting from the appraisal of
one’s job or job experiences
Most believe that happy or satisfied
employees are more productive at
work…

…but the relationship between job

satisfaction and performance is
more complex.
Job Satisfaction
• Job satisfaction is an attitude reflects the
extent to which an individual is gratified or
fulfilled by his or her work.
• Extensive research conducted on job
satisfaction has indicated that personal factors
such as an individual's needs and aspirations
determine this attitude, along with group and
organizational factors such as relationships
with co-workers and supervisors, working
conditions, work policies and compensation.
• A satisfied employee also tends to be
absent less often, makes positive
contributions, and stays with the
organization.
• In contrast, a dissatisfied employee may
be absent more often may experience
stress that disrupts co-workers, and may
keep continually looking for another job.
Organizational factors that influence employee
satisfaction include pay, promotion, policies and
procedures of the organizations and working
conditions.
Group factors such as relationship with co-workers
and supervisors also influence job- satisfaction.
Similarly, satisfaction depends on individual factors
like individual's needs and aspirations. If
employees are satisfied with their job, it may lead
to low employee turnover and less absenteeism
and vice-versa.
• Job Satisfaction
• A collection of feelings and beliefs that
managers have about their current
jobs.
• Managers high on job satisfaction
have a positive view of their jobs.
• Levels of job satisfaction tend
increase as managers move up in
the hierarchy in an organization.

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Organizational Commitment

The strength of an individual’s

identification with an organization

Affective Normative
Commitment- Commitment-
Strong desire Perceived obligation

Continuance
Commitment-can’t afford to leave
 Organizational Commitment and Involvement

• Two other important work-related attitudes are organizational commitment and

involvement.

• Organizational commitment is the individual's feeling of identification with and

attachment to an organization.

• Involvement refers to a person's willingness to be a team member and work

beyond the usual standards of the job.

• An employee with little involvement is motivated by extrinsic motivational factor

and an employee with strong involvement is motivated by intrinsic motivational
factors.
• There are a number of factors that lead to commitment and involvement.
Both may increase with an employee's age and years with the organization,
with his sense of job security and participation in decision-making.

• If the organization treats its employees fairly and provides reasonable

rewards and job security, employees are more likely to be satisfied and
committed.

• Involving employees in decision-making can also help to increase

commitment.

• In particular, designing jobs, which are interesting and stimulating, can

enhance job involvement.
• Organizational Commitment
• The collection of feelings and beliefs that
managers have about their organization as a
whole

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• Organizational Citizenship Behaviors

• Behaviors that are not required of

organizational members but that help the

firm in gaining a competitive advantage.

3-32
• Managers with high satisfaction are more
likely perform these “above and beyond
the call of duty” behaviors.

• Managers who are satisfied with their

jobs are less likely to quit

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Organizational Commitment
• Believe in what their organizations are
doing
• Proud of what their organizations
stand for
• More likely to go above and beyond
the call of duty
• Less likely to quit

3-35
ATTITUDE: IT’S IMPORTANCE IN
ORGANIZATIONAL BEHAVIOUR
• Attitudes of both workers and management react to
each other and determine mutual relationships.

• Attitude is an understanding or learning of why

employees feel and act the way; they do help
supervisors in winning cooperation from them. So, it is
very essential for the efficient working of an
organization.
• From a personal perspective, attitudes provide

knowledge base, or prepare our mental state, for our

interaction with others, and with the world around us.

This directly affects organizational behaviour, and in

turn organizational working.

 Employee Engagement

is the harnessing of organizational members

to their work roles

Conditions affecting engagement:

Meaningfulness, safety, and availability

Full engagement requires:

Strategic management of one’s energy-
Demands energy, time & effort
Thank you!!

ANY QUESTIONS?