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

1. ATTITUDE,
JOBS SATISFACTION,
ORGANIZATIONAL
COMMITMENT
PRESENTED BY :
AMIRA NADIA RAUP
HUMAN BEHAVIOUR AT
WORK

2. QUESTION 1
What are the three main
component of attitudes

3. ATTITUDES
• Person’s believe, feeling and respond
positively or negatively towards a certain
idea, object, person, or situation.
*like – dislike , pros-cons , favor-not favor
• Evaluative feelings of satisfaction /
otherwise
• In organization , attitudes are important
because it will affect job behaviour and
affect their work outcome and productivity
Definition

4. ATTITUDES COMPONENT
BEHAVIORAL COMPONENT
AFFECTIVE COMPONENT
COGNITIVE COMPONENT

5. COGNITIVE ATTITUDES
The opinion , thinking, belief, knowledge
or information that a person has
‘I am hardworking and I deserve the best employee
and receive the award’
‘My Supervisor gave promotion to a new staff who
deserved it less than me, My supervisor is unfair’

6. AFFECTIVE ATTITUDES
The emotional or feeling segment of
an attitude
‘I feel honoured when the boss announced
that I am the employee of the year’
‘I dislike my supervisor’

7. BEHAVIORAL ATTITUDES
An intention to behave in a certain way
toward someone or something ( Action)
“I will double the effort and work extra hard
to stay competitive against my co-workers”
‘I am looking for other job, I have complained
about my supervisor to manager’

8. Works Attitude
• How people behave depends on
understanding their works attitude.
• Can impact work outcome and productivity
• Organization must particular and look closer
to attitude of their employee ,how they act
and react.
• Related to jobs satisfaction

9. QUESTION 2
What is jobs satisfaction. What
are the major causes and the
consequences of dissatisfaction

10. JOBS SATISFACTION
• George and Jones (2008), job satisfaction is “the collection
of feelings and beliefs that people have about their current
jobs. People’s levels of job satisfaction can range from
extreme satisfaction to extreme dissatisfaction”
• Robbins & Judge (2009) defined job satisfaction as “a
positive feeling about a job resulting from an evaluation of
its characteristics”
• Locke (1976) defined it as “a pleasurable or positive
emotional state resulting from the appraisal of one’s job or
job experiences”.
• Dissatisfaction exist when the attitude is negative
Definition

11. JOBS SATISFACTION
(Measuring Employee Job’s Satisfaction Level)
• One question Rating
• Ask about how satisfied the job
• Rate 1 to 5 - from highly dissatisfied to
highly satisfied
Single
Global
Rating
• Identifies key elements in a job (
nature of work, supervision, salary
,promotion opportunist, relation to
coworker)
• Individual is then asked to rate a
standardized scale
• More accurate
Summation
Scale

12. Causes of Jobs Dissatisfaction
Organizational
- Pay / Salaries
- Opportunities Promotion
- Equitable Rewards
Personal
- Age
- Level of education
-Gender
-Marital
-Health
Work Environmental
- Supervisors and Manager
- Co worker
- Working Condition

13. Jobs Dissatisfaction ( Organizational)
• Pay and Salary
- Being underpaid - for new employee
- can be driven by interpretation or perspective
- could see someone who does the same job they are doing ,
driving a better car or living in a better house - and thus,
perceive that person to be making more money.
• Opportunities Promotion
- Promotion is rigid and not employee friendly (Limited career
growth)
- Bias and discrimination
• Equitable Rewards ( benefit)
- Not received compensation fee ( medical coverage,
allowance, incentive )

14. Jobs Dissatisfaction ( Personal)
• Level of Education /Nature of work
- Employee who have different educational
background are force to do unrelated job /
different profession
- Can’t match to the kind of job
• Age ???
- Early retirement in older. Can’t manage the new
system, feel unsecure
- Mostly high jobs satisfaction on older
- Dissatisfaction always occur in young employee (26-31
yo)

15. • Supervisor and Manager
- Happen when supervise by bad / unprofessional boss.
- Communication and relationship not good
• Co-Worker and office mates
- Don’t have team work, not understand, intolerates and not
respect each other
- unsociable , uncooperative attitude among employee who
have cognitive impairment.
• Working Condition
- Company not provide better @ up to date facility and
equipment ( Internet) , System always breakdown , faulty
equipment – effect job performance
Jobs Dissatisfaction
( Work Environmental )

16. RESPONSE TO JOBS DISSATISFACTION
Exit
Behavior directed
toward leaving
the organization)
Voice
(Active and
constructive
attempts to
improve
conditions)
Neglect
(Allowing
conditions to
worsen)
Loyalty
(Passively waiting
for conditions to
improve)
Destructive
Active
Passive
Constructive

17. CONSEQUENCES OF DISSATISFACTION
Performance - Dissatisfied employee will have low level of performance,
demotivated and less productive
Turnover - Permanent leave from the job, thought of quitting , intention
to search a new job
- Costly to hire and training new employee
Absenteeism - Dissatisfies employee start absent from work without any
reason, giving barely acceptable reason ( headache), or
unrealistic reason. Missing from work station, loafing.
- Temporary worker replace will result in poor quality product
Working Deviance - Being aggressive, rude, disrespect to manager and co worker,
being a theft, avoid social activities
Criticizing in
Unproductive
manner
- Voice out their unsatisfied and start criticizing the
management.
- Get the group of co worker to unite in a negative manner
( strike)

18. Consequences Of Dissatisfaction
Henne & Locke (1985)

19. Action Alternatives
• Performance - Performance level may be high or low depending
on the individual. Dissatisfied person will show low
performance. But they may perform better to rectify the
situation, can trigger a change for people to come up with
creative solutions to their problems (Zhou & George, 2001).
• Protest - One form of protest is unionization. People tend to
join unions for a number of reasons, including support if there is
a problem at work and ask to improve pay / bonus (Wadditigton
& Whitston, 1997). Protests are usually an attempt to change
the cause of the unhappiness (Henne & Locke, 1985).
• Withdrawal - Absenteeism and/or leaving the job is another
recourse a worker may take when they become dissatisfied in
the workplace.

20. Psychological Alternatives
• Change perception – People can choose to change their outlooks
and views on life. They can decide instead of focusing on the things
at the job that are dissatisfying ,they would focus on things about
the job that they enjoy.
• Change values – Most companies have a mission statement or a
group of core values. If there is a conflict between personal values
and company values a person can change their values so they
are more in line with the company’s values to alleviate
dissatisfaction.
• Change reaction – Another alternative an individual might have
when experiencing dissatisfaction would be to avoid it using
psychological defense mechanisms such as repression and evasion
(Henne & Locke, 1985). He or she may choose to avoid aspects of
the job they are unhappy with, or he or she may suppress their
unhappiness.

21. Consequences of Choices
• Life satisfaction – Henne & Locke (1985) believed that
work is a component of a person’s life and will affect
one’s attitude towards life as a whole.
• Mental Health – Locke (1976) suggest that the
existence of dissatisfaction implies conflict in the
employee's mind and the conflict may lead to issues.
• Physical Health - If the dissatisfaction event increases
stress levels in an individual there may be a
relationship tied to health (Henne & Locke, 1985).

23. Men VS Women

24. Question 3
• What is Organizational Commitment. What
are its major causes and the consequences of
low level of Organizational Commitment

25. Organizational Commitment
• Organizational commitment defined as an
employee’ strong belief in and acceptance of
an organization’s goal and values, effort on
behalf of the organization to reach these goals
objectives and strong desire to maintain
membership in the organization (Hunt &
Morgan, 1994).

26. Type of Organizational Commitment
• Meyer and Allen (1991) and Dunham et al (1994)

28. LEVEL OF ORGANIZATIONAL COMMITMENT
Higher • Characterised by a strong acceptance of the organisation’s values
and willingness to exert efforts to remain with the organisation
(Reichers, 1985).
• This level relate closely with affective dimension of commitment,
where individuals stay because they want to.
Moderate • Characterised by a reasonable acceptance of organisational goals
and values as well as the willingness to exert effort to remain in
the organisation (Reichers, 1985).
• The willingness to stay is an attribution of a moral commitment
associated with the normative dimension of commitment (Meyer
& Allen, 1997). The individuals stay in the organisation because
they should do so.
Low • Characterised by a lack of neither acceptance of organisational goals and
values nor the willingness to exert effort to remain with the organisation
(Reichers, 1985).
• Employee may stay because he or she needs to stay as associated with the
continuance dimension (Meyer & Allen, 1997). Given an option they will
leave the organisation

29. DEVELOPMENT OF ORGANIZATIONAL
COMMITMENT

30. CAUSES OF LOW LEVEL (OC)
1. Job is not related
• Organisational commitment is an important job-related outcome at
the individual level, which may have an impact on other job-related
outcomes such as turnover, absenteeism, job effort, job role and
performance or visa versa (Randall, 1990).
• The job role that is ambiguous may lead to lack of commitment to
the organisation
• Other job factors that could have an impact on commitment are the
level of responsibility and autonomy.
• Baron and Greenberg (1990, p 174) state that “the higher the level
of responsibility and autonomy connected with a given job, the
lesser repetitive and more interesting it is, and the higher the level
of commitment expressed by the person who fill it".

31. 2. High Employment opportunities
• The existence of employment opportunities can affect
organisational commitment (Curry et. al., 1996).
• Individuals who have a strong perception that they stand a chance
of finding another job may become less committed to the
organisation as they ponder on such desirable alternatives.
• As a result, membership in the organisation is based on
continuance commitment, where employees are continuously
calculating the risks of remaining and leaving (Meyer & Allen,
1997).
CAUSES OF LOW LEVEL (OC)

32. 3. Working environment
• Low level commitment because they not participate in decision
making and no sense of belonging (partial ownership of a
company). So lack of interesting in join the organization
• A study conducted by Subramaniam and Mia (2001) also indicates
that managers who participate in budget decision-making tend to
have a high level of organisational commitment.
• Metcalfe and Dick (2001, p 412) in their study conclude that “the
low level of organisational commitment could be attributed to
inappropriate selection and promotion which lead to the
perpetuation of managerial style and behaviour that has a negative
effect on organisational commitment of subordinates”.
CAUSES OF LOW LEVEL (OC)

33. 4. Working relationships
• The organisation as a workplace environment is built up
of working relationships; one of which is the supervisory
relationship. According to Randall (1990, p 370) “the
supervisory relationship can affect organisational
commitment either positively or negatively”.
• If poor relationship with the supervisor it will tend to get
low level of commitment.
CAUSES OF LOW LEVEL (OC)

34. CONSEQUENCES OF LOW LEVEL (OC)
• The negative effect implies that the level of
organisational commitment is low.
• Employees with a low level of organisational
commitment tend to be unproductive and
some become loafers at work (Morrow, 1993).

35. CONSEQUNCES OF LOW LEVEL (OC)
Performance Absenteeism
Turnover
Workplace
Deviant
Consequence

37. THANK YOU