ch3 attitudes and job satisfaction
Upcoming SlideShare
Loading in...5

ch3 attitudes and job satisfaction







Total Views
Views on SlideShare
Embed Views



2 Embeds 21 20 1



Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.


12 of 2

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
  • Amazing
    Are you sure you want to
    Your message goes here
  • good
    Are you sure you want to
    Your message goes here
Post Comment
Edit your comment

    ch3 attitudes and job satisfaction ch3 attitudes and job satisfaction Presentation Transcript

    • Chapter3 Attitudes and Job Satisfication 心碩二 何育甄
    • Attitudes
      • Attitudes are evaluative statements - either favorable or unfavorable - concerning objects, people, or events.
      • They reflect how one feels about something.
      • “ I like my job.”
    • Attitudes
      • What are the main components of attitudes ?
      • How consistent are attitudes ?
      • Does behavior always follow from attitudes ?
      • What are the major attitudes ?
      • How are employee attitudes measured ?
      • What is the importance of attitudes to workplace diversity ?
    • What are the main components of attitudes ?
      • Cogniyive 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.
      • In organization, attitudes are important because of their behavioral component.
    • How consistent are attitudes ?
      • Cognitive dissonance
        • Any incompatibility between two or more attitudes or between behavior and attitudes.
      • Festinger argued that any form of inconsistency in uncomfortable and that individuals will attempt to reduce the dissotency and, hence, the discomfort.
      • No individual can completely avoid dissonce.
      • So how do people cope ?
      • The desire to desire reduce dissonce would be determined by
        • The importance of the elementscreating the dissonance.
        • The degree of influence the individual believes he or she has over the elements.
        • The rewards that may be involved in dissonance.
    • Does behavior always follow from attitudes ?
      • The assumed relationship between attitudes and behavior was challenged by a review of the research in the late 1960s.
        • The most powerful moderators of the attitudes-behavior relationship have been found to be the importance of the attitude, its specificity, its accessibility, whether there exist social pressures, and whether a person has direct experience with attitude.
      • Self-Perception Theory
        • Attitudes are used after the fact to make sence out of an action that has already occurred.
    • What are the major job attitudes ?
      • Job satisfaction
        • A positive feeling about one’s job resulting from an evaluation of its characteristics.
      • Job involvement
        • The degree to which a person identifies with a job, actively participates in it, and considers performance important to self-worth.
        • Psychological empowerment.
      • Organizational commitment
        • The degree to which an employee indentifies with a particular organization and its goals and wishes to maintain membership in the organization.
      • Organizational commitment
      • Affective commitment
        • An emotional attachment to the organization and a belief in its values.
      • Continuance commitment
        • The percieved economics values of remaining with an organization compared to leaving it.
      • Normative commitment
        • An obligation to remain with the organization for moral or ethical reasons.
      • Organizational commitment
        • There is a positive relationship between organizational commitment ang job producttivity.
        • There us a negative relationships between organizational commitment and both absenteeism and turnover.
      • Affective commitment
        • Affective commitment is more strongly related to organizational outcomes like performance and turnover than the other two commitment dimensions.
        • Affective commitment was a predictor of various outcomes than the other two commitment dimensions.
      • Other job attitudes
      • Percieved organizational support ( POS )
      • Employee engagement
      • Are thes job attitudes really all that distinct ?
    • How are employee attitudes measured ?
      • Attitude surveys
        • Eliciting responses from employees through questionnaires on how they feel about their jobs, work groups, supervisors, and the organization.
        • The use of regular attitude surveys can alert management to potential problems and employees’ intentions early.
    • What is the importance of attitudes to workplace diversity ?
      • Managers are increasingly concerned with changing employee attitudes to reflect shifting perspectives on racial, gender, and other diversuty issues.
    • Job Satisfaction
      • How do we measure job satisfaction ?
      • How satisfied are employees in their jobs ?
      • What causes an employee to have a high level of job satisfaction ?
      • How do dissatisfied and satisfied employees affect an organization ?
    • Measuring job satisfaction ?
      • A single global rating
        • Reply by circling a number between 1and 5 that corresponds to answers from “highly satisfied ” to “high dissatisfied”.
      • A sumation score made up of number of job facets
        • It identifies key elements in a job and ask for the employee’s feelings about each.
        • These factors are relaed on a standardized scale and than added up to creat an overall score.
      • Is one of the foregoing approaches superior to the other ?
    • How satisfied are people in their jobs ?
      • Are most people satisfied with there jobs ?
      • Research shows that satisfaction levels vary a lot depending on which facet of job satisfaction you’re talking about.
      • Exhibit 3-2
    • What cause job satisfaction ?
      • Enjoying the work itself is almost always the facet most strongly correlated with high level of overall job satisfaction.
      • Pay ( Exhibit 3-3 )
      • Personality also plays a role.
    • The impact of dissatisfied and satisfied employees on the workplace ?
      • Exhibit 3-5
      Active Destructive Passive Constructive
      • Active/ passive
      • Constructive/ destructive
      • Exit
        • Behavior directed toward leaving the organization.
      • Voice
        • Actively and constructively attempting to improve conditions.
      • Loyalty
        • Passively but optimistically waiting for conditions to improve.
      • Neglect
        • Passively allowing conditions to worsen.
      • Job satisfaction and job performance
        • “ Myth or Science ? ”
          • - Organizations with more satisfied employees tend to be more effective than organizations with fewer satisfied employees.
      • Job satisfaction and OCB
        • Job satisfaction should be a major determinant of an employee’s organizational citizenship behavior ( OCB ) .
        • But satisfaction is unrelated to OCB when fairness is controlled.
      • Job satisfaction and customer satisfaction
        • Satisfied employees increase customer satisfaction and loyalty.
        • Dissatified customers can increase an employee’s job dissatisfaction.
        • - Service-oriented bussiness obsess about pleasing their customers.
      • Job satisfaction and absenteeism
        • There is consistent negtive relationship between satisfaction and obsenteeism.
          • -The relation is moderate to weak : organizations that provide liberal sick leave benefits.
      • Job satisfaction and turnover
        • Satisfaction is also negatively related to turnover.
        • -Some factors are important constrains on the actual decision to leave one’s current job.
      • Job satisfaction and workplace deviance
        • Job dissatisfaction predicts a lot of specific behaviors.
        • The key is that if employees don’t like their work environment, they’ll respond somehow.
          • -It is not always easy to forecast exactly how they’ll
          • respond.