Attitude and jo b satisfaction
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This power point presentation discusses attitude, its components of cognition, affect, and behavior, and the relationship between them. It also discusses cognitive dissonance, which refers to the discomfort that arises from conflicting beliefs and behaviors. Some key learnings are that cognitive dissonance plays a role in decision making, and strategies to reduce it include focusing on more supportive beliefs, reducing the importance of conflicting beliefs, or changing beliefs to be consistent. The presentation also defines concepts like job satisfaction, job involvement, psychological empowerment, and organizational commitment. It discusses measurement of job satisfaction and the impacts of job satisfaction such as on performance, organizational citizenship behavior, customer satisfaction, and turnover.
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Attitudes and job_satisfaction
Job attitudes, such as job satisfaction and organizational commitment, influence employee behaviors and organizational outcomes. Job satisfaction is an overall positive feeling about one's job resulting from an evaluation of job characteristics. It is influenced by personality and job factors like pay, autonomy, and work content. Higher job satisfaction is related to improved performance, citizenship behaviors, and lower turnover. Managers should focus on enhancing positive job attitudes to benefit the organization.
Attitude ob
The document discusses attitudes and their relationship to behavior. It defines attitudes as having cognitive, affective, and behavioral components. It also discusses job satisfaction, job involvement, and organizational commitment. Key points include that attitudes significantly predict behaviors when moderating variables are accounted for, and that problems with bad attitudes can be addressed through attitude training programs.
O.b 2 attitude and job satisfaction
This document discusses attitudes and job satisfaction. It defines job satisfaction as a positive emotional state resulting from one's appraisal of their job. Components that influence job satisfaction are identified as the work itself, pay, promotion opportunities, supervision, coworkers, and working conditions. The document also examines how employees can express dissatisfaction through exit, voice, loyalty, or neglect and discusses outcomes of job satisfaction such as performance, turnover, and absenteeism. Ways to enhance job satisfaction are proposed like making jobs more fun and matching people to jobs that fit their interests.
Attitude and Job Satisfaction
The document discusses attitudes and their relationship to behaviors. It defines attitudes as evaluative statements about objects, people, or events, and notes they have cognitive, affective, and behavioral components. Attitudes are influenced by a desire to reduce cognitive dissonance. Recent research shows attitudes can predict behaviors when moderating variables like importance and experience are considered. Job satisfaction is discussed as an attitude involving positive or negative feelings toward one's job. High job satisfaction is linked to higher productivity, fewer absences, and lower turnover. Overall the document examines how attitudes, especially job satisfaction, influence and relate to important workplace behaviors and outcomes.
Attitudes and Job Satisfaction - Organizational Behavior
The document discusses job attitudes and satisfaction. It contrasts the three components of an attitude: the emotional feeling, beliefs, and intentions. Cognitive dissonance is when attitudes and behaviors are inconsistent, creating discomfort. People seek consistency. Job satisfaction is a positive feeling about one's job based on an evaluation of its characteristics. It can be measured using overall ratings or ratings of job facets. Major causes of job satisfaction include the work itself, pay, promotion opportunities, supervision, and relationships. When dissatisfied, employees may exit an organization, voice complaints, display loyalty, or neglect their work. Managers can improve satisfaction by focusing on intrinsic job aspects and ensuring consistency between attitudes and behaviors.
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The document discusses how employee attitudes can impact productivity. Positive attitudes like job satisfaction, organizational commitment and engagement tend to increase productivity, while negative attitudes such as absenteeism and lateness decrease productivity. Attitudes are formed through learning over time and influence behavior, though they are not directly observable. Organizational commitment, engagement, and job satisfaction are described as positive attitudes that can benefit an organization, while absenteeism and lateness are negative attitudes. The document emphasizes the importance of understanding employee attitudes and personality traits.
Chapter 3 value, attitudes n job satisfaction
This document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements about objects, people, or events. Attitudes have affective, cognitive, and behavioral components. The theory of cognitive dissonance holds that people desire to reduce inconsistency between attitudes and behaviors. Measuring the relationship between attitudes and behaviors depends on moderating variables like attitude importance. Self-perception theory is that attitudes justify prior actions. Types of attitudes include job involvement, organizational commitment, and job satisfaction. Surveys can measure employee attitudes. Training can shape attitudes about diversity. Job satisfaction levels have declined somewhat in recent decades.
Attitudes
Attitudes are evaluative statements about objects, people, or events that have three components: emotional feelings, beliefs or opinions, and behavioral intentions. Behavior does not always follow directly from attitudes, as other factors can influence the relationship. Major job attitudes include job satisfaction, involvement, commitment, perceived organizational support, and engagement. Job satisfaction is positively related to job performance, organizational citizenship behaviors, customer satisfaction, and negatively related to absenteeism and turnover. Managers should monitor employee attitudes to identify potential problems and try to increase positive attitudes in order to improve performance and reduce costs.
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Job attitudes, such as job satisfaction and organizational commitment, influence employee behaviors and organizational outcomes. Job satisfaction is an overall positive feeling about one's job resulting from an evaluation of job characteristics. It is influenced by personality and job factors like pay, autonomy, and work content. Higher job satisfaction is related to improved performance, citizenship behaviors, and lower turnover. Managers should focus on enhancing positive job attitudes to benefit the organization.
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The document discusses attitudes and their relationship to behavior. It defines attitudes as having cognitive, affective, and behavioral components. It also discusses job satisfaction, job involvement, and organizational commitment. Key points include that attitudes significantly predict behaviors when moderating variables are accounted for, and that problems with bad attitudes can be addressed through attitude training programs.
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Attitude and Job Satisfaction
The document discusses attitudes and their relationship to behaviors. It defines attitudes as evaluative statements about objects, people, or events, and notes they have cognitive, affective, and behavioral components. Attitudes are influenced by a desire to reduce cognitive dissonance. Recent research shows attitudes can predict behaviors when moderating variables like importance and experience are considered. Job satisfaction is discussed as an attitude involving positive or negative feelings toward one's job. High job satisfaction is linked to higher productivity, fewer absences, and lower turnover. Overall the document examines how attitudes, especially job satisfaction, influence and relate to important workplace behaviors and outcomes.
Attitudes and Job Satisfaction - Organizational Behavior
The document discusses job attitudes and satisfaction. It contrasts the three components of an attitude: the emotional feeling, beliefs, and intentions. Cognitive dissonance is when attitudes and behaviors are inconsistent, creating discomfort. People seek consistency. Job satisfaction is a positive feeling about one's job based on an evaluation of its characteristics. It can be measured using overall ratings or ratings of job facets. Major causes of job satisfaction include the work itself, pay, promotion opportunities, supervision, and relationships. When dissatisfied, employees may exit an organization, voice complaints, display loyalty, or neglect their work. Managers can improve satisfaction by focusing on intrinsic job aspects and ensuring consistency between attitudes and behaviors.
Attitude and personality of an employee and its influence on productivity
The document discusses how employee attitudes can impact productivity. Positive attitudes like job satisfaction, organizational commitment and engagement tend to increase productivity, while negative attitudes such as absenteeism and lateness decrease productivity. Attitudes are formed through learning over time and influence behavior, though they are not directly observable. Organizational commitment, engagement, and job satisfaction are described as positive attitudes that can benefit an organization, while absenteeism and lateness are negative attitudes. The document emphasizes the importance of understanding employee attitudes and personality traits.
Chapter 3 value, attitudes n job satisfaction
This document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements about objects, people, or events. Attitudes have affective, cognitive, and behavioral components. The theory of cognitive dissonance holds that people desire to reduce inconsistency between attitudes and behaviors. Measuring the relationship between attitudes and behaviors depends on moderating variables like attitude importance. Self-perception theory is that attitudes justify prior actions. Types of attitudes include job involvement, organizational commitment, and job satisfaction. Surveys can measure employee attitudes. Training can shape attitudes about diversity. Job satisfaction levels have declined somewhat in recent decades.
Attitudes
Attitudes are evaluative statements about objects, people, or events that have three components: emotional feelings, beliefs or opinions, and behavioral intentions. Behavior does not always follow directly from attitudes, as other factors can influence the relationship. Major job attitudes include job satisfaction, involvement, commitment, perceived organizational support, and engagement. Job satisfaction is positively related to job performance, organizational citizenship behaviors, customer satisfaction, and negatively related to absenteeism and turnover. Managers should monitor employee attitudes to identify potential problems and try to increase positive attitudes in order to improve performance and reduce costs.
Employee Attitude And Their Effects
The document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements or judgments directed at objects, people or events. Attitudes have three components - cognitive, affective, and behavioral. Job satisfaction is described as a collection of positive or negative feelings about one's job. High job satisfaction corresponds to positive job attitudes. Factors influencing job satisfaction include pay, promotion opportunities, the work itself, supervision and coworkers. Regular attitude surveys are used to measure employee attitudes. The effects of job satisfaction include higher productivity, fewer absences, lower turnover, and increased customer satisfaction.
Attitude
An attitude is a tendency to feel and behave positively or negatively towards someone or something. Attitudes have three components - emotional, informational, and behavioral. Attitudes are difficult to change due to escalation of commitment and insufficient information. However, providing new information, fear appeals, resolving attitude-behavior inconsistencies, and social influence can change attitudes.
In organizations, important attitudes are job satisfaction and organizational commitment. Job satisfaction results from an employee's positive appraisal of their job and influences performance, turnover, and absenteeism. Organizational commitment reflects loyalty and involves affective, continuance, and normative commitments. Enhancing job satisfaction and organizational commitment benefits employers.
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The document discusses several key aspects of employee attitudes and job satisfaction. It defines attitudes as evaluative statements that can be favorable or unfavorable. The three main components of attitudes are the cognitive, affective, and behavioral components. While attitudes guide behavior, the relationship is complex and not absolute. Job satisfaction, organizational commitment, and other major attitudes are examined in detail. The importance of regularly measuring employee attitudes through surveys is also highlighted.
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Employee attitudes, like job satisfaction, can impact organizational outcomes. Attitudes have cognitive, affective, and behavioral components and can be measured through surveys. Job satisfaction depends on factors like meaningful work, fair compensation, and a good work environment. Satisfied employees tend to be more productive, committed, healthy, and loyal, which benefits the organization. Changing attitudes requires understanding their causes and using strategies like information sharing, addressing inconsistencies, and influencing social groups. Regular attitude surveys provide management insights for improving job satisfaction.
Measuring Attitude and Other Non-job Roles
Surveys consistently show that attributes such as attitude and non-job behaviour is highly valued and critically important to success. But managers shy away from including such non-technical aspects in the job description because they are perceived to be highly subjective.
This webinar looks at a process of measuring four non-job behaviours and considers a breakdown of their competencies and ways of giving feedback on the performance of the non-technical dimension of what people do at work.
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This document discusses attitudes and job satisfaction. It defines attitudes and their three components. It explores the relationship between attitudes and behavior, comparing different job attitudes like job satisfaction, involvement, commitment, and engagement. Job satisfaction is defined and factors that influence it are explained, like personality, compensation, and culture. Employee responses to dissatisfaction and outcomes of job satisfaction are also summarized.
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Attitudes are evaluative statements that can be favorable or unfavorable and are formed through experiences. They influence behavior and how people react to things. Job satisfaction is how people feel about their job and is influenced by factors within and outside of a person's control, such as pay, supervision, personal needs and values. High job satisfaction can lead to constructive responses while low job satisfaction can result in destructive responses like neglecting work duties.
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This document discusses attitudes and their components. It explains that attitudes have three components: behavioral, cognitive, and affective. The behavioral component is the intention to act in a certain way, the cognitive component is the beliefs and opinions, and the affective component is the feelings. Attitudes are assumed to influence behavior, but cognitive dissonance can break this relationship. The document also outlines major job attitudes like job satisfaction, organizational commitment, job involvement, perceived organizational support, and employee engagement. It provides definitions and dimensions of these attitudes.
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Attitude, Jobs satisfaction and organizational commitment
The document discusses three main topics: attitudes, job satisfaction, and organizational commitment.
For attitudes, it defines attitudes as positive or negative feelings towards people, objects or situations. Attitudes have three components - cognitive, affective, and behavioral.
For job satisfaction, it defines it as positive feelings about one's job. Major causes of dissatisfaction are low pay, lack of promotion opportunities, unfair rewards, poor supervision, and bad work conditions. Consequences include low performance, increased turnover and absenteeism.
For organizational commitment, it defines it as acceptance of an organization's goals and desire to remain a member. There are three types of commitment - affective, continuance, and normative. Low
Attitudes and job satisfaction (organizational behaviour)
This document discusses attitudes and job satisfaction. It defines attitudes as a mental position relative to thinking or behavior, and notes they have cognitive, affective, and behavioral elements. It also discusses types of attitudes like job involvement and organizational commitment. The document then covers job satisfaction, its relationship to individual and organizational productivity, and how it can be measured. Determinants of job satisfaction include organizational factors, personal factors, and attitudes towards aspects of the job like work tasks, pay, and relationships. Managers should focus on increasing job satisfaction through intrinsic parts of the job to improve behaviors and reduce costs.
Attitudes and Job Satisfaction
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attitudes and job satisfaction
,
attitudes
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moderating variables
,
predicting behavior from attitudes
,
job satisfaction
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another major job attitude
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causes of job satisfaction
,
employee responses to dissatisfaction
Attitude & job satisfaction
This document discusses attitudes and job satisfaction. It defines attitude as how one feels about something, and notes it has three components: cognitive, affective, and behavioral. It then defines several types of attitudes relevant to work, including job satisfaction, job involvement, and organizational commitment. Job satisfaction specifically reflects how positively or negatively one views their job. The document also discusses cognitive dissonance theory as it relates to incompatible attitudes. Finally, it outlines how job satisfaction can impact employee performance through factors like productivity, absenteeism, turnover, organizational citizenship behavior, and customer satisfaction.
organizational behavior
This document discusses values, attitudes, and job satisfaction. It defines values as basic convictions about what is good and defines attitudes as feelings toward objects, people, or events. Values provide understanding of behaviors and influence perceptions. The document also presents Hofstede's framework for assessing cultures based on power distance, individualism, uncertainty avoidance, and other dimensions. It discusses theories of cognitive dissonance and self-perception in forming attitudes. Job satisfaction is defined as feelings toward one's job, and the document notes satisfied employees are less likely to quit or be absent and more likely to engage in organizational citizenship behaviors. Satisfied employees also increase customer satisfaction.
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Chapter 3 attitudes & job satisfaction (2)
1. Attitudes have three components - cognitive, affective, and behavioral. A negative attitude involves negative beliefs (cognitive), feelings (affective), and intended actions (behavioral).
2. While attitudes are assumed to predict behavior, other moderating variables like importance, social pressures, and direct experiences can influence the attitude-behavior relationship.
3. Major job attitudes include job satisfaction, involvement, commitment, perceived organizational support, and engagement. High levels of these attitudes are positively associated with performance, organizational citizenship behaviors, and customer satisfaction, but negatively related to absenteeism and turnover.
Attitude and job satisfaction chapter 3
It shows basic information about Attitude and job satisfaction chapter 3 slide to do a presentation. It happens to create one to generate new slides. or it could help one do one study as well.
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This chapter discusses workplace emotions, attitudes, and stress. It defines emotions and differentiates them from attitudes. It presents models of how emotions and attitudes interact and influence behavior. The chapter also covers topics like emotional labor, emotional intelligence, job satisfaction, organizational commitment, stress, and stress management. It provides an overview of these concepts and how they relate to the workplace.
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This chapter discusses attitudes, job satisfaction, and their relationship to behavior. It defines attitudes as having three components - affective, cognitive, and behavioral. Job satisfaction is described as positive or negative feelings about one's job. The chapter outlines four responses employees can have to job dissatisfaction: exit, voice, loyalty, and neglect. It explains that job satisfaction is related to employee performance, absenteeism, and turnover intention. The chapter also explores how diversity training and attitude surveys can shape employee attitudes.
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This document discusses various aspects of individual and interpersonal behavior in an organizational context. It defines key terms like overt and covert behavior. It also outlines models for understanding behavior, like the SOBC model, and discusses factors that influence individual behavior like physiological, socio-psychological factors. The document also covers topics like attitude formation and components, motivation, decision making process, and implications for managing individual differences in organizations.
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This document discusses attitudes and job satisfaction in organizations. It defines attitudes as evaluations that can be favorable or unfavorable about people, objects, or events. Attitudes have three components - cognitive, affective, and behavioral. The document also discusses cognitive dissonance, which occurs when a person holds two contradictory cognitions. To reduce discomfort, people will change their attitudes, behavior, or perception of the situation. Job satisfaction is influenced by job conditions, personality traits, pay, and corporate social responsibility. High job satisfaction leads to better job performance and organizational commitment, while dissatisfaction can result in exit, voice, loyalty, or neglect behaviors.
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The document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements or judgments directed at objects, people or events. Attitudes have three components - cognitive, affective, and behavioral. Job satisfaction is described as a collection of positive or negative feelings about one's job. High job satisfaction corresponds to positive job attitudes. Factors influencing job satisfaction include pay, promotion opportunities, the work itself, supervision and coworkers. Regular attitude surveys are used to measure employee attitudes. The effects of job satisfaction include higher productivity, fewer absences, lower turnover, and increased customer satisfaction.
Attitude
An attitude is a tendency to feel and behave positively or negatively towards someone or something. Attitudes have three components - emotional, informational, and behavioral. Attitudes are difficult to change due to escalation of commitment and insufficient information. However, providing new information, fear appeals, resolving attitude-behavior inconsistencies, and social influence can change attitudes.
In organizations, important attitudes are job satisfaction and organizational commitment. Job satisfaction results from an employee's positive appraisal of their job and influences performance, turnover, and absenteeism. Organizational commitment reflects loyalty and involves affective, continuance, and normative commitments. Enhancing job satisfaction and organizational commitment benefits employers.
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The document discusses several key aspects of employee attitudes and job satisfaction. It defines attitudes as evaluative statements that can be favorable or unfavorable. The three main components of attitudes are the cognitive, affective, and behavioral components. While attitudes guide behavior, the relationship is complex and not absolute. Job satisfaction, organizational commitment, and other major attitudes are examined in detail. The importance of regularly measuring employee attitudes through surveys is also highlighted.
Attitude & effects
Employee attitudes, like job satisfaction, can impact organizational outcomes. Attitudes have cognitive, affective, and behavioral components and can be measured through surveys. Job satisfaction depends on factors like meaningful work, fair compensation, and a good work environment. Satisfied employees tend to be more productive, committed, healthy, and loyal, which benefits the organization. Changing attitudes requires understanding their causes and using strategies like information sharing, addressing inconsistencies, and influencing social groups. Regular attitude surveys provide management insights for improving job satisfaction.
Measuring Attitude and Other Non-job Roles
Surveys consistently show that attributes such as attitude and non-job behaviour is highly valued and critically important to success. But managers shy away from including such non-technical aspects in the job description because they are perceived to be highly subjective.
This webinar looks at a process of measuring four non-job behaviours and considers a breakdown of their competencies and ways of giving feedback on the performance of the non-technical dimension of what people do at work.
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This document discusses attitudes and job satisfaction. It defines attitudes and their three components. It explores the relationship between attitudes and behavior, comparing different job attitudes like job satisfaction, involvement, commitment, and engagement. Job satisfaction is defined and factors that influence it are explained, like personality, compensation, and culture. Employee responses to dissatisfaction and outcomes of job satisfaction are also summarized.
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Attitudes are evaluative statements that can be favorable or unfavorable and are formed through experiences. They influence behavior and how people react to things. Job satisfaction is how people feel about their job and is influenced by factors within and outside of a person's control, such as pay, supervision, personal needs and values. High job satisfaction can lead to constructive responses while low job satisfaction can result in destructive responses like neglecting work duties.
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This document discusses attitudes and their components. It explains that attitudes have three components: behavioral, cognitive, and affective. The behavioral component is the intention to act in a certain way, the cognitive component is the beliefs and opinions, and the affective component is the feelings. Attitudes are assumed to influence behavior, but cognitive dissonance can break this relationship. The document also outlines major job attitudes like job satisfaction, organizational commitment, job involvement, perceived organizational support, and employee engagement. It provides definitions and dimensions of these attitudes.
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This document discusses work and work attitudes. It defines work as physical or intellectual effort directed towards a goal, while play is for enjoyment without purpose. Attitudes can be positive or negative tendencies to act. Work is classified as mental or physical. The elements of work - will, objectives, responsibility, and knowledge - are derived from the word itself. Factors influencing work stress include changing work patterns, working conditions, overwork, underwork, uncertainty, conflict, responsibility, relationships, and change. The document provides details on how each of these factors can cause stress. It concludes with thanking the reader.
Attitude, Jobs satisfaction and organizational commitment
The document discusses three main topics: attitudes, job satisfaction, and organizational commitment.
For attitudes, it defines attitudes as positive or negative feelings towards people, objects or situations. Attitudes have three components - cognitive, affective, and behavioral.
For job satisfaction, it defines it as positive feelings about one's job. Major causes of dissatisfaction are low pay, lack of promotion opportunities, unfair rewards, poor supervision, and bad work conditions. Consequences include low performance, increased turnover and absenteeism.
For organizational commitment, it defines it as acceptance of an organization's goals and desire to remain a member. There are three types of commitment - affective, continuance, and normative. Low
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This document discusses attitudes and job satisfaction. It defines attitudes as a mental position relative to thinking or behavior, and notes they have cognitive, affective, and behavioral elements. It also discusses types of attitudes like job involvement and organizational commitment. The document then covers job satisfaction, its relationship to individual and organizational productivity, and how it can be measured. Determinants of job satisfaction include organizational factors, personal factors, and attitudes towards aspects of the job like work tasks, pay, and relationships. Managers should focus on increasing job satisfaction through intrinsic parts of the job to improve behaviors and reduce costs.
Attitudes and Job Satisfaction
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attitudes and job satisfaction
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attitudes
,
moderating variables
,
predicting behavior from attitudes
,
job satisfaction
,
another major job attitude
,
causes of job satisfaction
,
employee responses to dissatisfaction
Attitude & job satisfaction
This document discusses attitudes and job satisfaction. It defines attitude as how one feels about something, and notes it has three components: cognitive, affective, and behavioral. It then defines several types of attitudes relevant to work, including job satisfaction, job involvement, and organizational commitment. Job satisfaction specifically reflects how positively or negatively one views their job. The document also discusses cognitive dissonance theory as it relates to incompatible attitudes. Finally, it outlines how job satisfaction can impact employee performance through factors like productivity, absenteeism, turnover, organizational citizenship behavior, and customer satisfaction.
organizational behavior
This document discusses values, attitudes, and job satisfaction. It defines values as basic convictions about what is good and defines attitudes as feelings toward objects, people, or events. Values provide understanding of behaviors and influence perceptions. The document also presents Hofstede's framework for assessing cultures based on power distance, individualism, uncertainty avoidance, and other dimensions. It discusses theories of cognitive dissonance and self-perception in forming attitudes. Job satisfaction is defined as feelings toward one's job, and the document notes satisfied employees are less likely to quit or be absent and more likely to engage in organizational citizenship behaviors. Satisfied employees also increase customer satisfaction.
Attitude and job satisfaction at work life
some points related to attitude and job satisfaction at work life. it will help you in job specially in IT sector.
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Chapter 3 attitudes & job satisfaction (2)
1. Attitudes have three components - cognitive, affective, and behavioral. A negative attitude involves negative beliefs (cognitive), feelings (affective), and intended actions (behavioral).
2. While attitudes are assumed to predict behavior, other moderating variables like importance, social pressures, and direct experiences can influence the attitude-behavior relationship.
3. Major job attitudes include job satisfaction, involvement, commitment, perceived organizational support, and engagement. High levels of these attitudes are positively associated with performance, organizational citizenship behaviors, and customer satisfaction, but negatively related to absenteeism and turnover.
Attitude and job satisfaction chapter 3
It shows basic information about Attitude and job satisfaction chapter 3 slide to do a presentation. It happens to create one to generate new slides. or it could help one do one study as well.
Workplace Emotions%2 C Attitudes%2 C %26 Stress
This chapter discusses workplace emotions, attitudes, and stress. It defines emotions and differentiates them from attitudes. It presents models of how emotions and attitudes interact and influence behavior. The chapter also covers topics like emotional labor, emotional intelligence, job satisfaction, organizational commitment, stress, and stress management. It provides an overview of these concepts and how they relate to the workplace.
Attitudes, and Job Satisfaction
This chapter discusses attitudes, job satisfaction, and their relationship to behavior. It defines attitudes as having three components - affective, cognitive, and behavioral. Job satisfaction is described as positive or negative feelings about one's job. The chapter outlines four responses employees can have to job dissatisfaction: exit, voice, loyalty, and neglect. It explains that job satisfaction is related to employee performance, absenteeism, and turnover intention. The chapter also explores how diversity training and attitude surveys can shape employee attitudes.
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A STUDY ON EMPLOYEE ATTITUDE TOWARDS ORGANIZATIONAL CHANGE - WITH SPECIAL REF...
Similar to Attitude and jo b satisfaction
Indiviual and interpersonal behaviour
This document discusses various aspects of individual and interpersonal behavior in an organizational context. It defines key terms like overt and covert behavior. It also outlines models for understanding behavior, like the SOBC model, and discusses factors that influence individual behavior like physiological, socio-psychological factors. The document also covers topics like attitude formation and components, motivation, decision making process, and implications for managing individual differences in organizations.
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This document discusses attitudes and job satisfaction in organizations. It defines attitudes as evaluations that can be favorable or unfavorable about people, objects, or events. Attitudes have three components - cognitive, affective, and behavioral. The document also discusses cognitive dissonance, which occurs when a person holds two contradictory cognitions. To reduce discomfort, people will change their attitudes, behavior, or perception of the situation. Job satisfaction is influenced by job conditions, personality traits, pay, and corporate social responsibility. High job satisfaction leads to better job performance and organizational commitment, while dissatisfaction can result in exit, voice, loyalty, or neglect behaviors.
Attitudes & Job Satisfaction
Attitude is an important factor that influences job satisfaction. Attitude is composed of cognitive, affective, and behavioral components and determines how people feel and act in situations. While early research assumed attitudes determined behavior, later work found attitudes sometimes follow behavior due to cognitive dissonance. Job satisfaction is positively related to job performance, organizational citizenship behaviors, and customer satisfaction, while negatively related to absenteeism and turnover. Satisfied employees benefit organizations.
Attitudes
This document discusses attitudes, including their meaning, components, formation, and change. An attitude is a psychological tendency to evaluate something favorably or unfavorably. Attitudes have three components - affect, behavioral intention, and cognition. They are formed through direct experience and social learning. Work-related attitudes like job satisfaction and organizational commitment can impact work behavior. Attitude change occurs through persuasion that considers target, source, message, and cognitive route characteristics. Barriers to changing attitudes include prior commitments, credibility issues, and insufficient information.
Attitudes
This document discusses attitudes, including their meaning, components, formation, and change. An attitude is a psychological tendency to evaluate something favorably or unfavorably. Attitudes have three components - affect, behavioral intention, and cognition. They are formed through direct experience and social learning. Work-related attitudes like job satisfaction and organizational commitment can impact work behavior. Attitude change occurs through persuasion that considers target, source, message, and cognitive route characteristics. Barriers to changing attitudes include prior commitments, credibility issues, and insufficient information.
Attitudes
This document discusses attitudes, including their meaning, components, formation, and change. An attitude is a psychological tendency to evaluate something favorably or unfavorably. Attitudes have three components - affect, behavioral intention, and cognition. They are formed through direct experience and social learning. Work-related attitudes like job satisfaction and organizational commitment can impact work behavior. Attitude change occurs through persuasion that considers target, source, message, and cognitive route characteristics. Barriers to changing attitudes include prior commitments, credibility issues, and insufficient information.
Attitude & Job Satisfaction
The document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements that reflect how one feels about something. There are three main components of attitudes: cognitive, affective, and behavioral. It also discusses the major job attitudes of job satisfaction, job involvement, organizational commitment, and perceived organizational support. Finally, it discusses the importance of attitudes for workplace diversity and how attitude surveys are used to measure employee attitudes.
Attitude l7
Attitudes are evaluative statements that can be favorable or unfavorable towards objects, people, or events. They have three components - cognitive, affective, and behavioral. Attitudes are learned through experiences, associations, family, peers, society, and personality factors. While behavior is often influenced by attitudes, the reverse is sometimes true according to cognitive dissonance theory - people may change attitudes to be consistent with behavior. Changing attitudes can be achieved by providing new information, changing situations, and using credible communicators. Major job attitudes include job satisfaction, involvement, empowerment, organizational commitment, perceived organizational support, and engagement.
ch3.ppt
1. The document discusses attitudes and job satisfaction. It defines attitudes as having three main components - affective, cognitive, and behavioral.
2. It also discusses cognitive dissonance as an incompatibility between attitudes or between behavior and attitudes. Individuals seek to reduce this dissonance.
3. Several moderating variables influence the relationship between attitudes (A) and behaviors (B), including importance of the attitude and social pressures. Attitudes can also be used after an action to make sense of it.
4. The major job attitudes are identified as job involvement, organizational commitment, job satisfaction, employee engagement, and perceived organizational support. These are related to each other.
Attitudes and Job Satisfaction
Job satisfaction, involvement, and empowerment are important attitudes that influence employees' relationships with their work. There are three components to attitudes - cognitive, affective, and behavioral. An organization's commitment to employees includes affective, continuance, and normative dimensions. Satisfied employees tend to remain loyal or provide constructive feedback, while dissatisfied employees are more likely to exit the organization or neglect their duties.
Chapter2 attitude-bba notes
Attitudes are enduring organizations of thoughts, feelings, and behaviors toward people or objects. They have three main components - affective (feelings), behavioral (intentions), and cognitive (beliefs). Some key work attitudes include job satisfaction, job involvement, and organizational commitment. The theory of cognitive dissonance proposes that people seek to reduce inconsistencies between their attitudes, beliefs, and behaviors. When dissonance arises, people try to resolve it by changing their behavior, minimizing the importance of their behavior, changing their attitude, or adding new cognitions to outweigh the dissonant ones.
Attitudes
Attitudes are positive, negative, or neutral views that one holds towards people, behaviors, or events, and they reflect one's feelings. Attitudes have three components - cognitive, affective, and behavioral - and they can be changed through direct experience, social learning from others, and resolving inconsistencies. Work-related attitudes that can impact employees include job satisfaction, organizational commitment, loyalty, attitudes towards leadership and the work environment.
Ch3
The document discusses various topics related to attitudes and job satisfaction. It defines different types of attitudes like job involvement, organizational commitment, and job satisfaction. It also discusses theories like cognitive dissonance and self-perception theory. Additionally, it covers measuring job satisfaction, causes of job satisfaction, the relationship between job satisfaction and employee performance, and the relationship between job satisfaction and customer satisfaction.
Attitudes and Job Satisfaction Updated .pptx
The document discusses various aspects of attitude and job satisfaction from an organizational behavior perspective. It defines attitudes and identifies their three main components: cognitive, affective, and behavioral. It explores factors that influence attitude formation and different models of attitudes, including the ABC model. The document also examines measuring attitudes, identifying employees with bad attitudes, and ways to change attitudes. Additionally, it defines job satisfaction, explores theories of job satisfaction and factors that influence it, and discusses the consequences of job satisfaction and dissatisfaction. Finally, it touches on organizational commitment.
Stu R C8e Ch 13
The document discusses key concepts in organizational behavior and individual employee behavior. It covers attitudes, personality traits, perception, learning, emotions, and other psychological factors that influence employee productivity, absenteeism, turnover, organizational citizenship, and job satisfaction. Managers can use an understanding of these concepts to better explain, predict, and influence individual behavior in the workplace.
Organisational_Behaviour[1].pptx
An attitude is an individual's favorable or unfavorable evaluation or viewpoint of an object or idea. People have attitudes about many things like religion, politics, clothing, music, and food. There are different types of attitudes including job satisfaction, job involvement, and organizational commitment. Attitudes are learned over time through various approaches, and influenced by both nature and nurture. Positive attitudes are important for career success, productivity, leadership, teamwork, decision making, interpersonal relations, motivation, and stress management in the workplace.
_Work Attitude and Organizational Efficiency.pptx
Attitudes are positive, negative, or neutral views towards people, behaviors, or events. They reflect one's feelings and can affect behavior. Attitudes have three components - cognitive, affective, and behavioral. They are formed through direct experience, social learning from others, and can persist over time unless changed. Common work-related attitudes include job satisfaction, organizational commitment, and job involvement. Satisfied employees tend to have better job performance, lower absenteeism, and be less likely to quit. Managing attitudes can influence productivity and organizational success.
Attitude
Attitude which represent ones belief, feeling and ideas , action, tendency towards object and ideas. When a person feels about something ,about a place, commodity and a situation or an idea is called attitude.
ch3.ppt
The document discusses attitudes and job satisfaction. It defines attitudes as having affective, cognitive, and behavioral components. Cognitive dissonance occurs when attitudes are inconsistent. Recent research shows attitudes can predict behaviors when moderating variables like importance and experience are considered. Job satisfaction is influenced by enjoying one's work and personality factors more than pay alone. Dissatisfied employees may exhibit exit, voice, neglect, or loyalty behaviors. Higher job satisfaction is linked to greater productivity, lower absenteeism, less turnover, higher customer satisfaction, and less workplace deviance.
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Attitude and jo b satisfaction
- 1. A POWER POINT PRESENTATION ON Presented By : Niswan Dhakal MBA, SOMTU
- 2. ATTITUDE Evaluative statements eitherfavourable or unfavourable about objects, people or events ,which reflects how we feel about something .
- 3. AFFECT COGNITION BEHAVIOUR IMPACT OF COGNITION PERCEPTION OF WHATAFFECT IS RESPONSIVE ACTION OF THERE
- 4. R ELATIONSHIP B ETWEEN THE COMPONENTS Cognitive = Evaluation My Supervisor gave a promotion to a co-worker who deserved it less than me . MY supervisor is unfair Negative Affective = Feeling Attitude I dislike my supervisor towards Supervisor Behavorial = acction I’m looking for other work; I’ve complained about my supervisor to anyone who would listen
- 5. C OGNITIVE DISONANCE In psychology, cognitive dissonance refers to the feelings of discomfort and unease that arise when there is a discrepancy between our beliefs and behaviors.
- 7. K EY LEARNINGS Why is Cognitive Dissonance Important? Cognitive dissonance plays a role in many value judgments, decisions and evaluations. Becoming aware of how conflicting beliefs impact the decision-making process is a great way to improve your ability to make faster and more accurate choices. Here are three key strategies to reduce or minimize cognitive dissonance: Focus on more supportive beliefs that outweigh the dissonant belief or behavior. Reduce the importance of the conflicting belief. Change the conflicting belief so that it is consistent with other beliefs or behaviors.
- 9. K EY D EFINITIONS Job satisfaction: 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: Employees’ belief in the degree to which they affect their work environment, their competence, their meaningfulness and their perceived autonomy in their work Organizational Commitment: The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization.
- 10. ORGANIZATIONAL COMMITMENT Affective Commitment: An emotional attachment to an organization and a belief in its values Continuance Commitment: The perceived economic value of remaining with an organization compared with leaving it. Normative Commitment: An obligation to remain with an organization for moral or ethical reasons.
- 12. KEY ISSUES Measurement CAUSES Job Single global Summation of Rating Personality Job Facets Conditions
- 13. IMPACTS OF JOB SATISFACTION
- 14. SOME AFFECTS JOB Performance OCB Customer Satisfaction Absenteeism Turnover Workplace Deviance
- 16. QUESTIONS