Employees' attitudes and job satisfaction are one of the most important concerns in human resources management.

1. Attitudes And Job Satisfaction
Prepared by Abdallah Abdelal
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2. 2
How you describe the following pictures?

3.  Adam believes that loud music is annoying, feels uncomfortable in night
clubs, avoids being involved in a conversation with people talking loudly.
 Smith believes that there is no fairness in rewards at his work, so he is
always in a bad mood while working, at the end he intended to voluntary
leave his organization.
Attitude is evaluative
statements or judgments either
favorable or unfavorable
concerning objects, people, or
events.
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4. Understanding others attitudes is very complex task, Attitudes reflects
how we feel about something. To understand what forms an attitude
press here
I love
my job.
I love
my
home.
I love
my car.
What happens here, is
that those guys are
expressing their
attitudes about their
job, home and car.
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5. Cognitive = Evaluation
Affective = Feeling
Behavioral = Action
My boss
treats me
unfairly.
I dislike
my boss.
I quit my
job.
Negative
attitude
towards
boss
HR
professionals
makes a lot
of money.
I am
motivated
to work in
HR.
I am looking
for HR
position.
Positive
attitude
toward HR
career
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6. Cognitive
component
Affect component
Behavioral
component
The opinion or belief
segment of an attitude.
The emotional or feeling
segment of an attitude
An intention to behave in
certain way to toward
someone or something.
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7. What you
think or feel
about
Attitude Behavior
something or
someone
How you will
respond
toward
something or
someone
Do you think
attitudes follow
from behavior ?
Do you think
behavior follow
from attitudes ?
OR
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8. 8

9.  Early researches assumes that attitudes people hold determine what
they do, simply people wear colors they like, watch movies they like.
 But what if your birthday gift was a nice black jacket while you don’t like
black?
 In that case, you will wear the jacket which is not your attitude about
black, and if someone asks you about the jacket you would change your
attitude and say black jackets are the best.
 When attitudes follow from behavior, people are dealing with cognitive
dissonance.
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10.  Attitude strength: Strong attitudes are those that
are firmly held and that highly influence behavior.
 Attitude accessibility: The accessibility of an attitude
refers to the ease with which it comes to mind.
 Attitude ambivalence: Ambivalence of an attitude
refers to the ratio of positive and negative evaluations
that make up that attitude.
strength
accessibility
ambivalence
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11.  If there are few outside influences, attitude guides behavior.
Adam believes that the boom-boom is not good, he always judge
people doing it, but when he is alone in trouble he do it.
 Behavior is guided by attitudes that come to mind easily.
Jessica has an attitude of mistrust and annoyance toward
telemarketers, so he immediately hangs up the phone whenever
she realizes he has been contacted by one.
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12.  The Foot-in-the-Door Phenomenon
 People tend to be more likely to agree to a difficult request if they
have first agreed to an easy one. This is called the foot-in-the-door
phenomenon.
 Social Norms and Social Roles
 Social norms are a society’s rules about appropriate behavior. Norms
exist for practically every kind of situation
 Social roles are patterns of behavior that are considered appropriate
for a person in a particular context
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13.  Learning Theory
 Learning theory says that attitudes can be formed and changed through the
use of learning principles such as classical conditioning, operant conditioning,
and observational learning.
 Classical conditioning:
 The emotional component of attitudes can be formed through classical
conditioning. For example, in a billboard ad, a clothing company pairs a
sweater with an attractive model who elicits a pleasant emotional response.
This can make people form a positive attitude about the sweater and the
clothing company.
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14.  Operant conditioning:
 If someone gets a positive response from others when she
expresses an attitude, that attitude will be reinforced and will
tend to get stronger. On the other hand, if she gets a negative
response from others, that attitude tends to get weaker.
 Observational learning:
 Seeing others display a particular attitude and watching people
be reinforced for expressing a particular attitude can make
someone adopt those attitudes.
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15. Job
Satisfaction
Job
Involvement
Organizational
Commitment
Perceived
Organizational
Support
Employee
Engagement
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16.  Job involvement is the degree to which a person identifies with a job, actively
participates in it, and consider performance important to self-worth.
 Employees who feels that the can influence their work environment, their
competence, the meaningfulness of their job, and their perceived autonomy
are showing high levels of psychological empowerment.
 How to increase job involvement?
• Job performance
• Organization citizenship
High levels of job
involvement and
psychological
empowerment
+
_
• Absences
• Resignation rate
+
_
• Involve employees in decision making.
• Make them feel their work is important.
• Provide external feedback.
• Show them their rate of contributions toward
organizational and departmental achievements.
• Give them autonomy on how to do things.
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17.  The degree to which an employee identifies with a particular
organization and its goals and wishes to maintain memberships in the
organization.
Types of
Organizational
Commitment
Affective
commitment
Normative
commitment
Continuance
commitment
i will stay with my
ORG because of
its values.
i will stay with my
ORG because of
its benefits.
i will stay with my
ORG because of
the training they
provided me.
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18.  Affective commitment is an emotional attachment to an organization and
belief in its values.
 Continuance commitment is the perceived economic value of remaining with
an organization compared with leaving it.
 Normative commitment is an obligation to remain with an organization for
moral or ethical reasons.
 Facts about organizational commitment
 The relationship between performance and commitment is stronger with new
employees.
 Affective commitment is related more to organizational performance than
continuance commitment.
 Continuance commitment decrease the intention to quit but increase absence rate
and lower job performance.
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19.  A degree to which employees believe an organization values their
contribution and cares about their well-being.
 How to increase POS?
 Fair rewards system.
 Supportive supervisors.
 Employee participation in decision making.
Strong
POS
High
levels of
OCB
Low levels of
tardiness
Better
customer
Treat your employees the services
way you want them to treat
your customers!!!!
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20.  The employee’s involvement with, satisfaction with, and enthusiasm for
the work he/she does.
 Engaged employees are passion for their wok and organization.
 Organizations with high engagement levels experience the following
 Higher customer service satisfaction.
 Higher profits.
 More productive.
 Low turnover.
 Low accidents.
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21.  Job satisfaction is a positive feeling about one’s job
resulting from an evaluation of its characteristics.
 Employees with high levels of job satisfaction hold
positive feelings about their jobs, while employees with
low levels of job satisfaction hold negative feelings about
their jobs.
 According to its importance and direct impact on job
performance we will study it in details.
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22.  First concerns about job satisfaction was in the 1930s.
 Measuring worker attitudes was firs developed in 1934.
 In 1935 Hoppock conducted a study that focused explicitly on job
satisfaction that is affected by both nature of the job and relationships with
coworkers and supervisors.
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23. Affect theory
Job
characteristics
model
Two-factor
theory
(motivator-hygiene
theory)
Dispositional
approach
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24.  Edwin A. Locke’s Range of Affect Theory 1976 is arguably the most
famous job satisfaction model. The main premise of this theory is that
satisfaction is determined by a discrepancy between what one wants in a
job and what one has in a job.
High pay satisfies him.
Low pay dissatisfies him.
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25.  Frederick Herzberg’s two-factor theory (also known as motivator-hygiene theory) attempts
to explain satisfaction and motivation in the workplace. This theory states that satisfaction
and dissatisfaction are driven by different factors – motivation and hygiene factors,
respectively.
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26.  Hackman & Oldham proposed the job characteristics model, which is widely used as
a framework to study how particular job characteristics impact on job outcomes,
including job satisfaction.
Skills variety
Task identity
Task significance
Autonomy
Feedback
Meaningful of work
Responsibility for outcomes
Knowledge of results
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27.  The dispositional approach suggests that individuals vary in their tendency to be
satisfied with their jobs, in other words, job satisfaction is to some extent an
individual trait.
 This approach became a notable explanation of job satisfaction in light of evidence
that job satisfaction tends to be stable over time and across careers and jobs.
 Research also indicates that identical twins raised apart have similar levels of job
satisfaction.
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28.  A significant model that narrowed the scope of the dispositional approach was the Core Self-evaluations
Model, proposed by Timothy A. Judge, Edwin A. Locke, and Cathy C. Durham in 1997.
 Judge et al. argued that there are four Core Self-evaluations that is a bottom-line conclusions individuals
have about their capacity, competence, and worth as a person.
Self-Efficacy • Individual beliefs about his competence
Self-Esteem • Individual belief about his value
• Individual belief that he has control on his
own life
Locus Of
Control
• Personality trait that express a lot of
anger, anxiety, envy and depressed mood Neuroticism
Four Core Self-
Evaluations
JOB
SATISFACTION
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29.  Performance can be a method for measuring job satisfaction, simply employees who
held positive attitudes toward their job are willing to excel in their performance if other
factors affecting performance are held consistent.
 If an employee is provided with resources, training, and good pay then if he likes the
job he will do it well, if not he will not do it right.
 Combining performance monitoring with interviews would provide the management
with great analysis of data to determine job satisfaction levels and their causes.
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30.  Performance indicators to measure job satisfaction
 Observing employees at the first day in the week and the last day in the week, employees
tend to be less productive in Mondays and Fridays, but with high job satisfaction they will
feel. enthusiastic to go to work after weekend and perform well.
 Observe employee’s attitudes toward participating in optional programs.
 Observe performance standards but the main problem here is that employees might perform
well because of their attitude of being excellence not because they like their jobs.
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31.  The Job Descriptive Index (JDI), is a
specifically cognitive job satisfaction
measure. It measures one’s satisfaction in
five facets:
 The scale is simple, participants answer
either yes, no, or can’t decide (indicated by
‘?’) in response to whether given statements
accurately describe one’s job.
Pay
the work itself.
promotions and
promotion
opportunities
coworkers supervision
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32.  Other job satisfaction questionnaires include:
 the Minnesota Satisfaction Questionnaire (MSQ), The MSQ measures job satisfaction
in 20 facets and has a long form with 100 questions (five items from each facet) and a
short form with 20 questions (one item from each facet).
 the Job Satisfaction Survey (JSS), and the JSS is a 36 item questionnaire that measures
nine facets of job satisfaction.
 Faces Scale. Finally, the Faces Scale of job satisfaction, one of the first scales used
widely, measured overall job satisfaction with just one item which participants respond
to by choosing a face.
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33. Individual Work itself Monetary
• Personality
• Emotions
• Psychological
well being
• Job design
• Communication load
• Relationship with
management
• Employee recognition
• Working conditions
• Coworkers support
• Flexible work
• Pay
• Reward fairness
• Promotion
• Promotions
• Career growth
• Retirement plan
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34. EXIT
Behavior
directed toward
leaving the
organization.
Voice
Active and
constructive
attempts to
improve
conditions.
Destructive Constructive
Loyalty
Passively
waiting for
improving
conditions.
Neglect
Allowing
conditions to
worsen.
Active
Passive
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35. JOB
PERFORMANCE
JOB
SATIISFACTION
OCB
CUSTOMER
SATISFACTOION
ABSENTEEISM
WOKPLACE
DEVIANCE
BEHAVIOR
TURNOVER
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36.  Job satisfaction and job performance the relationship between job satisfaction
and job performance are not so strong. There is no evidence that happy employees
will perform better. But more than 24 studies showed that organizations with high job
satisfaction perform more effectively than others.
 Job satisfaction and OCB satisfied employees always talk good about the
organization, help others, do more than expected from them to show their feelings
toward the organization.
 Job satisfaction and absenteeism the relationship between the two variables
are moderate to low, especially when organizations offer days off benefits, that is
provided for both satisfied and dissatisfied employees.
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37.  Job satisfaction and job performance the relationship between job satisfaction
and job performance are not so strong. There is no evidence that happy employees
will perform better. But more than 24 studies showed that organizations with high job
satisfaction perform more effectively than others.
 Job satisfaction and OCB satisfied employees always talk good about the
organization, help others, do more than expected from them to show their feelings
toward the organization.
 Job satisfaction and absenteeism the relationship between the two variables
are moderate to low, especially when organizations offer days off benefits, that is
provided for both satisfied and dissatisfied employees.
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38.  Job satisfaction and customer satisfaction
Better
services
Satisfied
customers
Satisfied
employees
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39.  Organizational behavior by Stephen Robbins
and Timothy A.Judge
 www.Wikipedia.org
 www.Psychlopidia.wikispaces.com
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40. Thank
You
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