Download Organizational Behavior 11e - Stephen P. Robbins

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Lecture 3
Attitudes, and Job Satisfaction
3–0
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By: Prof. Dr. M. Zia-ur-Rehman, scholarknowledge@gmail.
By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
Attitudes
Attitudes
Evaluative
statements or
judgments
concerning
objects,
people, or
events.
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Cognitive component
The opinion or belief segment
of an attitude.
Affective Component
The emotional or feeling segment
of an attitude.
Behavioral Component
An intention to behave in a certain
way toward someone or something.
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By: Prof. Dr. M. Zia-ur-Rehman, scholarknowledge@gmail.
By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
Attitudes
Attitudes
Evaluative statements or judgments concerning objects, people, or events.
Cognitive
Component
The opinion or belief segment of an attitude
Affective
Component
The emotional or feeling segment of an attitude
Feeling
Behavioral
Component
An intention to behave in a certain way toward
someone or something
Action
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Evaluation
2
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By: Prof. Dr. M. Zia-ur-Rehman, scholarknowledge@gmail.
By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
The Theory of Cognitive Dissonance
Cognitive Dissonance
Any incompatibility between two or more attitudes
or between behavior and attitudes.
Desire to reduce dissonance
• Importance of elements creating dissonance
• Degree of individual influence over elements
• Rewards involved in dissonance
3–3
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By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
By: Prof. Dr. M. Zia-ur-Rehman, scholarknowledge@gmail.
By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
Does Behavior Always Follow From Attitudes?
Cognitive Dissonance
Any incompatibility between two or more attitudes or between behavior and
attitudes
It is inconsistent attitude behavior relationship
Inconsistency creates uncomfortable situation
To deal with uncomfortable situation people seek consistency to
reduce cognitive dissonance
They can do that by moderating variables
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By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
By: Prof. Dr. M. Zia-ur-Rehman, scholarknowledge@gmail.
By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
Does Behavior Always Follow From Attitudes?
Moderating Variables
The most powerful moderators of the attitude-behavior relationship are:
Attitude
Importance of the attitude
Correspondence to behavior
Predict
Accessibility
Existence of social pressures
Behavior
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Personal and direct experience of the
attitude.
5
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By: Prof. Dr. M. Zia-ur-Rehman, scholarknowledge@gmail.
By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
Major Job Attitudes
Job Satisfaction
A positive feeling about the job resulting from an evaluation of its
characteristics
Job Involvement
Degree of psychological identification with the job where perceived
performance is important to self-worth
Psychological
Empowerment
Belief in the degree of influence over the job, competence, job
meaningfulness, and autonomy
Organizational
Commitment
Identifying with a particular organization and its goals, while wishing
to maintain membership in the organization.
Affective (emotional attachment to organization) - Continuance Commitment
(economic value of staying) – Normative (moral or ethical obligations)
Perceived
Organizational
Support (POS)
Degree to which employees believe the organization values their
contribution and cares about their well-being.
Employee
Engagement
The degree of involvement with, satisfaction with, and enthusiasm
for the job.
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6
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Are Job Attitudes Distinct?
No, they are neither totally distinct nor totally same but
these attitudes are highly related.
Variables may be redundant
(measuring the same thing under a different name)
While there is some distinction, there is also a lot of overlap.
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Measuring the A-B Relationship
 Recent research indicates that attitudes (A)
significantly predict behaviors (B) when
moderating variables are taken into account.
Moderating Variables
• Importance of the attitude
• Specificity of the attitude
• Accessibility of the attitude
• Social pressures on the individual
• Direct experience with the attitude
3–8
Self-Perception Theory
Attitudes are used after the fact to make sense
out of an action that has already occurred.
3–9
Types of Attitudes
Job Satisfaction: A collection of positive and/or negative feelings that an
individual holds toward his or her job.
Job Involvement: Identifying with the job, actively participating in it, and
considering performance important to self-worth.
Organizational Commitment: Identifying with a particular organization and
its goals, and wishing to maintain membership in the organization.
Perceived Organizational Support (POS) Degree to which employees feel
the organization cares about their well-being.
Employee Engagement: An individual’s involvement with, satisfaction
with, and enthusiasm for the organization.
Types of Attitudes - Lets check our knowledge
Job Satisfaction:
Job Involvement:
Organizational Commitment:
Perceived Organizational Support (POS):
Employee Engagement:
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By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
Attitude Surveys
Attitude Surveys
Eliciting responses from employees through
questionnaires about how they feel about their jobs,
work groups, supervisors, and the organization.
3–12
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By: Prof. Dr. M. Zia-ur-Rehman, scholarknowledge@gmail.
By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
How a Sample Attitude Survey may look like?
3–13
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Sample Attitude Survey
3–14
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By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
Attitudes and Workforce Diversity
 Attitude:
Evaluative statements or judgments concerning objects,
people, or events
 Workforce Diversity:
Similarities and differences among employees in terms of age,
gender, cultural background, physical abilities and disabilities, race
and ethnic background.
How are these two associated with each other in the context of
attitude ?
3–15
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By: Prof. Dr. M. Zia-ur-Rehman, scholarknowledge@gmail.
By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
Attitudes and Workforce Diversity
 Training activities that can reshape employee
attitudes concerning diversity:
– Participating in diversity training that provides for selfevaluation and group discussions.
– Volunteer work in community and social serve centers
with individuals of diverse backgrounds.
– Exploring print and visual media that recount and
portray diversity issues.
3–16
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By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
By: Prof. Dr. M. Zia-ur-Rehman, scholarknowledge@gmail.
By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
Job Satisfaction
Job satisfaction or employee satisfaction has been
defined in many different ways. Some believe it is
simply how content an individual is with his or her job, in
other words, whether or not they like the job or
individual aspects or facets of jobs, such as nature of
work or supervision.
Now there are two important questions:
1.How come we know that there exists job satisfaction
or what level of job satisfaction does exist ?
2.How to measure job satisfaction?
3–17
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By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
Job Satisfaction
 Measuring Job Satisfaction
– Single global rating
– Summation score
 How Satisfied Are People in Their Jobs?
– Job satisfaction declined to 50.4% in 2002
– Decline attributed to:
• Pressures to increase productivity and meet tighter
deadlines
• Less control over work
3–18
By: Prof. Dr. M. Zia-ur-Rehman, scholarknowledge@gmail.
By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
Job Satisfaction
How to Measure Job Satisfaction?
Single global rating (one question / one answer)
Best
Summation score (many questions / one average)
OK
Are People Satisfied in their Jobs?
Results depend on how job satisfaction is measured
Pay and promotion are the most problematic elements.
19
By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
By: Prof. Dr. M. Zia-ur-Rehman, scholarknowledge@gmail.
By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
Job Satisfaction
What Causes Job Satisfaction?
Pay influences job satisfaction only to a point
Personality can influence job satisfaction
Negative people
People with positive core self evaluation (Bottom-line conclusions
individuals have about their capabilities, competences, and worth
as a person)
20
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By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
By: Prof. Dr. M. Zia-ur-Rehman, scholarknowledge@gmail.
By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
Job Satisfaction
Employee Responses to Dissatisfaction
Active
Destructiv
e
Exit
•Behavior
directed
toward
leaving the
organizatio
n
Neglect
•Allowing
conditions
to worsen
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Voice
•Active and
constructiv
e attempts
to improve
conditions
Loyalty
•Passively
waiting for
conditions
to improve
Passive
Constructi
ve
21
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By: Prof. Dr. M. Zia-ur-Rehman, scholarknowledge@gmail.
By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
Job Satisfaction
Outcomes of Job Satisfaction
Job Performance
Satisfied workers are more productive & more productive workers
are more satisfied!
Organizational
Citizenship Behaviors
Satisfaction influences OCB through perceptions of fairness
Customer Satisfaction
Satisfied frontline employees increase customer satisfaction and
loyalty
Absenteeism
Satisfied employees are moderately less likely to miss work
Turnover
Satisfied employees are less likely to quit
Workplace Deviance
Dissatisfied workers are more likely to unionize, abuse substances,
22
steal, be tardy, and withdraw
By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
By: Prof. Dr. M. Zia-ur-Rehman, scholarknowledge@gmail.
By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
How Employees Can Express Dissatisfaction
Exit
Voice
Behavior directed toward
leaving the organization.
Active and constructive
attempts to improve
conditions.
Neglect
Loyalty
Allowing conditions to
worsen.
Passively waiting for
conditions to improve.
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By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
By: Prof. Dr. M. Zia-ur-Rehman, scholarknowledge@gmail.
By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
Responses to Job Dissatisfaction
Source: C. Rusbult and D. Lowery, “When Bureaucrats Get the Blues,”
Journal of Applied Social Psychology. 15, no. 1, 1985:83. Reprinted with
permission.
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E X H I B I T 3–5
3–24
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By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
OCB
 OCB has been studied since the late 1970s.
 Over the past three decades, interest in these behaviors has increased
substantially.
 Organizational behavior has been linked to overall organizational
effectiveness, thus these types of employee behaviors have important
consequences in the workplace.
 Organ (1988) defines OCB as “individual behavior that is discretionary,
not directly or explicitly recognized by the formal reward system, and
that in the aggregate promotes the effective functioning of the
organization”
 Definition of OCB includes three critical aspects that are central to this
construct.
– First, OCBs are thought of as discretionary behaviors, which are not part of
the job description, and are performed by the employee as a result of
personal choice.
– Second, OCBs go above and beyond that which is an enforceable
requirement of the job description.
– Finally, OCBs contribute positively to overall organizational effectiveness.
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By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
By: Prof. Dr. M. Zia-ur-Rehman, scholarknowledge@gmail.
By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
The Effect of Job Satisfaction on Employee
Performance
 Satisfaction and Productivity
– Satisfied workers aren’t necessarily more productive.
– 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.
3–26
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By: Prof. Dr. M. Zia-ur-Rehman, scholarknowledge@gmail.
By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
Job Satisfaction and OCB
 Satisfaction and Organizational Citizenship
Behavior (OCB)
– Satisfied employees who feel fairly treated by and are
trusting of the organization are more willing to engage
in behaviors that go beyond the normal expectations of
their job.
3–27
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Job Satisfaction and Customer Satisfaction
 Satisfied employees increase customer
satisfaction because:
– They are more friendly, upbeat, and responsive.
– They are less likely to turnover which helps build longterm customer relationships.
– They are experienced.
 Dissatisfied customers increase employee job
dissatisfaction.
3–28
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By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
By: Prof. Dr. M. Zia-ur-Rehman, scholarknowledge@gmail.
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Lets Recap !
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