The document discusses how attitudes, specifically job satisfaction, impact job performance and satisfaction. It defines job satisfaction as an emotional response to one's job and discusses how it varies globally and is influenced by factors like need fulfillment, values, and equity. Higher job satisfaction is linked to less absenteeism and turnover as well as better performance, while lower satisfaction can lead to behaviors like tardiness. The document also examines organizational commitment, job involvement, and responses to job dissatisfaction.

1. Session 3 Attitudes

2. Individual Differences Impact Job Performance & Job Satisfaction Values Attitudes Abilities Job Performance Job Satisfaction

3. Attitudes

4. Attitudes, Behavior and Habits Attitudes are a precursor to behavior Behavior may further shape attitudes Habits form due to consistency of behavior over a period of time

5. Types of Attitudes

6. Job Satisfaction Job Satisfaction is an affective or emotional response toward various facets of one’s job Not a unitary concept Varies across countries One of the most frequently studied work attitudes by OB researchers

7. Job Satisfaction Varies Around the Globe The Top Five Countries

8. Job Satisfaction Varies Around the Globe The Bottom Five Countries

9. Causes of Job Satisfaction Need Fulfillment Discrepancies — met expectations Value Attainment —fulfillment of an individual’s important work values Equity Disposition/Genetic Components

10. The Effect of Job Satisfaction on Employee Performance Satisfaction and Productivity Satisfied workers aren’t necessarily more productive. Worker productivity is higher in organizations with more satisfied workers. Satisfaction and Absenteeism Satisfied employees have fewer avoidable absences. Satisfaction and Turnover Satisfied employees are less likely to quit. Organizations take actions to cultivate high performers and to weed out lower performers.

11. Responses to Job Dissatisfaction

12. How Employees Can Express Dissatisfaction

13. Job Satisfaction and 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.

14. Correlates of Job Satisfaction Strength of Relationship Direction of Relationship Variables Related to Job Satisfaction Moderate Negative Tardiness Weak Negative Absenteeism Moderate Positive Organizational citizenship behavior Moderate Positive Motivation Strong Negative Withdrawal Cognitions Moderate Negative Pro-union Voting Strong Negative Perceived Stress Moderate Negative Heart Disease Moderate Negative Turnover Moderate Positive Job performance

15. Organizational Commitment Organizational Commitment extent to which an individual identifies with an organization and its goals Strong relationship between organizational commitment and job satisfaction Highly correlated with job performance Lower intentions to quit

16. Job Involvement Job Involvement extent to which an individual is immersed in his or her personal job Positively associated with job satisfaction, organizational commitment, and intrinsic motivation Negatively related to intentions to quit Positive relationship between job involvement and performance

17. Cognitive Dissonance An incompatibility between values, attitudes and / or behavior.

19. Positive Attitude What do we mean…..