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.

1. Employee Attitude and
Their Effects
Presenter: Kevin Dhillon
Human Resources Manager

2. ATTITUDES
 evaluative statements (either
favorable or unfavorable) concerning
objects, people, or events.
 reflect how one feels about
something.
example: “I like my job.”

3. Attitude can be characterized in three
ways:
•First, they tend to persist unless something
is done to change them.
•Second, attitudes can fall anywhere along a
continuum from very favorable to very
unfavorable.
•Third, attitudes are directed toward some
object about which a person has feelings(
sometimes called “affect”) and beliefs.

4. Three Components of Attitude
Cognitive Component
Attitudes The opinion or belief Evaluation
segment of an attitude.
Evaluative
statements or Affective Component
judgments The emotional or feeling Feelings
concerning segment of an attitude.
objects, peopl
e, or events. Behavioral Component
An intention to behave in
a certain way toward Action
someone or something.

5. ATTITUDES
Cognitive = evaluation
My superior gave a
promotion to a coworker
who deserved it less than
me. My supervisor is unfair.
Affective = feeling Negative
I dislike my supervisor! attitude
toward
supervisor
Behavioral = action
I’m looking for other work;
I’ve complained about my
supervisor to anyone who
would listen.

6. Functions of Attitude (According to
Katz)
1. The Adjustment Function. Attitudes often help
people to adjust to their work environment.
2. Ego-Defensive Function. Attitudes help people to
retain their dignity and self- image.
3. The Value-Expressive Function. Attitudes
provide individuals with a basis for expressing their
values.
4. The Knowledge Function. Attitudes provide
standards and frames of reference that allow people to
understand and perceive the world around him.

7. Changing Attitudes
Employees’ attitudes can be changed and
sometimes it is in the best interests of
managements to try to do so. For example,
if employees believe that their employer
does not look after their welfare, the
management should try to change their
attitude and help develop a more positive
attitude in them. However, the process of
changing the attitude is not always easy.

8. Changing Attitudes
Some of the possible ways of changing
attitudes :
 Providing New Information.
 Use of Fear
 Resolving Discrepancies
 Influence of friends and peer
 Co-opting

9. Important Attitudes Related to
Organizations
 Job Satisfaction
- Is a set of favorable or unfavorable feelings and
emotions with which employees view their work.
 Job Involvement
- The degree to which a person identifies with a
job, actively participates in it, and considers
performance important to self-worth.
 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. Job Satisfaction
 A collection of positive and/or negative
feelings that an individual holds toward his
or her job
• A high level of job satisfaction equals
positive attitudes toward the job and
vice versa.
• Employee attitudes and job satisfaction
are frequently used interchangeably.
• Often when people speak of “employee
attitudes” they mean “employee job
satisfaction.”

11. Job Satisfaction
 A pleasurable emotional state resulting
from the appraisal of one’s job or job
experiences (Locke, 1976).
 An employee’s cognitive and affective
evaluation of his or her job

12. JOB SATISFACTION
Specific Components
Satisfaction with Pay
Organizational
Satisfaction with Promotion Commitment
Satisfaction with Work
Satisfaction with Supervision
Satisfaction with Co-workers

13. How Are Employee Attitudes
Measured?
 The most popular method for getting
information about employee attitudes is
through attitude surveys.
 Using attitude surveys on a regular basis
provides managers with valuable feedback
on how employees perceive their working
conditions. Managers present the employee
with set statements or questions to obtain
specific information. Individual Responses
are then combined and analyzed

16. YOUR PAY AND PROMOTIONS
What are YOUR PAY AND PROMOTION OPPORTUNITIES like? Circle YES if
the item describes your PAY AND PROMOTIONS, NO if the item does not
describe your PAY AND PROMOTIONS, and ? if you cannot decide. Choose
a response for each item.
Pay
UNDERPAID......................................................... Yes ? No
INCOME ADEQUATE FOR NORMAL EXPENSES........ Yes ? No
BARELY LIVE ON INCOME.................................... Yes ? No
INCOME PROVIDES LUXURIES.............................. Yes ? No
BAD.................................................................... Yes ? No
HIGHLY PAID....................................................... Yes ? No
Promotions
GOOD OPPORTUNITY FOR ADVANCEMENT.............. Yes ? No
PROMOTION ON ABILITY........................................ Yes ? No
DEAD-END JOB........................................................ Yes ? No
GOOD CHANCE FOR PROMOTION............................ Yes ? No
UNFAIR PROMOTION POLICY................................... Yes ? No
INFREQUENT PROMOTIONS...................................... Yes ? No

17. Causes of Job Satisfaction
 Most people prefer work that is
challenging and stimulating.
 Jobs with good compensation have
average job satisfaction levels.
Money may be a motivator, but may
not stimulate job satisfaction.
 There is a link between a person’s
personality and job satisfaction.
Negative people are usually not
satisfied with their jobs.

18. The Effect of Job Satisfaction
on Employee Performance
Satisfaction and Productivity
Satisfied workers are more productive AND
more productive workers are more satisfied!
Worker productivity is higher in organizations
with more satisfied workers.
Satisfaction and Absenteeism
Satisfied employees have fewer avoidable
absences.

19. Satisfaction and Turnover
Satisfied employees are less likely to quit.
Organizations take actions to retain high
performers and to weed out lower
performers.
Satisfaction and Customer
Satisfaction
Satisfied workers provide better customer
service.

20. Satisfied employees increase customer
satisfaction because:
 They are more friendly, upbeat, and
responsive.
 They are less likely to turnover, which helps
build long-term customer relationships.
Job satisfaction & 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.

21. “Pleasure in the Job puts
perfection in the work”
- Aristotle
“The best way to
appreciate your job is to
imagine yourself without
one.”
- Oscar Wilde