Attitudes and Job Satisfaction

Chapter 3 General attitudes predict normal demeanor 3. Accessibility Attitudes and barter delight Attitudes Evaluative Statements (fav. or unfav) just close objects, people or events I like my stock Attitude somewhat my chore Components of Attitude 1. Cognitive I am overloaded A description of or belief in the way things are prospect / belief atom 2. Affective I hate this contemplate overmuch critical part of attitude Emotional or feeling segment of the attitude 3. Behavioral I am looking for a nonher job Intention to behave in a certain way towards mortal or something Very interdependent components.Esp Cognition and Affect 2. Major gambol Attitudes 1. Job expiation 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 mental Empowerment employees belief in the degree to which he/she is influencing the domes ticate environment, their competence, meaningfulness of job and perceived autonomy Memory-easy access-predicts our behavior We remember attitudes we express oftentimes 4. Presence of social pressuresNon Smoker working in Tobacco pulverisation 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 al slipway fabricated 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 overthrow rates 3. Organizational Commitment 3 separate dimensions a. b. . Affective Continuance Normative Cognitive Dissonance When an one-on-one faces incompatibility across components of attitude or between attitude and behavior or attitudes themselves The normal h uman tendency is to reduce this incompatibility and stress a stable state (minimum of dissonance*) *dissonance means incongruousness/disagreement Affective Emotional Attachment to Organzn (ALLEGIANCE) perceive economic prize of continuing with the Organzn Obligation to remain receivable to moral/ethical reasons compact People want to have a consistency between their attitudes and behavior. ways employed 1. Change their attitude / behavior Continuance 2. Develop a rationale for the discrepancy Eg Tobacco Workers who do not smoke relish 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 relatives 1. Importance of the Attitude essential attitudes reflect our fundamental values Show a strong relation to behavior 2. Correspondence to behavior Employee EngagementRelatively sweet impression Involvement with, comfort with, and enthusiasm for work Engaged employees have a deep commitment, whereas disengaged employees put only time and no energy/ watchfulness 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 achievement Happy Workers Perform better Not a myth anymore, has been turn out empirically Org . ith more satisfied employees perform better Job Satisfaction & OCB Organizational Citizenship Behavior well-provided talk +ve about the company, help others and do more Fairness perception giving back the goodness they authoritative Job Satisfaction & Customer Satisfaction Satisfied employees increase client satisfaction and loyalty Employee morale goes down sales effected any things consider ed how satisfied are you with your job? Likert Scale 2. Summation of Job Facets much sophisticated Identifies key elements in a job Nature of job, supervision, introduce pay, promotion opportunities, co-worker relationsPersons with positive core self-evaluations (who believe in informal worth and basic competence) are more satisfied than people with disconfirming core self-evaluations Job Satisfaction & Absenteeism More sick leave benefits elevate even satisfied employees to take leave of absence When several job opportunities are available dissatisfied employees have a higher absenteeism Job Satisfaction & Turnover* *Turnover-how long employees tend to stay Impact of Satisfied & Dissatisfied Workers at the Workplace Consequences of Dissatisfaction entrust Voice allegiance discharge Model (EVLN Model) ActiveMore stronger than relation between JS and absenteeism When more emp. opport. are available turnover increases with Job Dissatisfaction Employees with high human capita l tend to turnover due to more perceived opportunities Job Satisfaction & Workplace Deviance Exit Destructive vault Voice Constructive Loyalty Consequences of Job Dissatisfaction and discrepant relations with co-workers can cause these undesirable behaviors Unionization attempts, substance abuse, theft at work, undue socializing, tardiness This is called Deviant Behavior in the Workplace / harmful Behavior / Employee Withdrawal PassiveExit Looking to leave the Organization resign/new position Voice Actively & constructively attempt to improve conditions Suggests improvements, discusses prob with seniors Loyalty Passively but optimistically waiting for improvements Speak up for the orgnzn in the face of criticism Trusting the orgnzn to Do the right thing Neglect Passively allows condition to worsen Leads to Chronic absenteeism / lateness, Reduced effort change magnitude error rate Namith Najeeb PGP -15 -028 To solve employee dissatisfaction try to solve the cause of the satisf action than trying to control or respond to different consequences of job dissatisfaction