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Attitudes and Job Satisfaction 3 Learning Objectives ï±Contrast the three components of an attitude. ï±Summarize the relationship between attitudes and behavior. ï±Compare the major job attitudes. ï±Define job satisfaction. ï±Summarize the main causes of job satisfaction. ï±Identify three outcomes of job satisfaction. ï±Identify four employee responses to dissatisfaction. 3-3 Contrast the Three Components of an Attitude  Attitudes are evaluative statements—either favorable or unfavorable—about objects, people, or events.  They reflect how we feel about something. 3-4 LO Contrast the Three Components of an Attitude 3-5 LO Summarize the Relationship Between Attitudes and Behavior The attitudes that people hold determine what they do.  Festinger: cases of attitude following behavior illustrate the effects of cognitive dissonance.  Cognitive dissonance is any incompatibility an individual might perceive between two or more attitudes or between behavior and attitudes.  Research has generally concluded that people seek consistency among their attitudes and between their attitudes and their behavior.

3-6 LO Summarize the Relationship Between Attitudes and Behavior 3-7 Attitude predicts Behavior M itig a tin g V a ria b le s Moderating Variables: Attitude’s importance Correspondence to behavior Accessibility Presence of social pressures Whether a person has direct experience with the attitude  The attitude-behavior relationship is likely to be much stronger if an attitude refers to something with which we have direct personal experience. LO 2 Compare the Major Job Attitudes Job Satisfaction  A positive feeling about the job resulting from an evaluation of its characteristics. Job Involvement  Degree of psychological identification with the job where perceived performance is important to self-worth.  Psychological Empowerment Belief in the degree of influence over one’s job, competence, job meaningfulness, and autonomy.

3-8 LO Compare the Major Job Attitudes Organizational Commitment  Identifying with a particular organization and its goals and wishing to maintain membership in the organization.  Employees who are committed will be less likely to engage in work withdrawal even if they are dissatisfied, because they have a sense of organizational loyalty. 3-9 LO 3 Compare the Major Job Attitudes Perceived Organizational Support (POS)  Degree to which employees believe the organization values their contribution and cares about their well-being.  Higher when rewards are fair, employees are involved in decision making, and supervisors are seen as supportive.  POS is important in countries where power distance is lower.

3-10 LO 3 Compare the Major Job Attitudes Employee Engagement  The degree of involvement with, satisfaction with, and enthusiasm for the job.  Engaged employees are passionate about their work and company. 3-11 LO 3 Compare the Major Job Attitudes Are these job attitudes really all that distinct? No, these attitudes are highly related; and while there is some distinction, there is also a lot of overlap that may cause confusion. 3-12 LO Define Job Satisfaction 3-13 LO Define Job Satisfaction Job Satisfaction  A positive feeling about a job resulting from an evaluation of its characteristics.  Two approaches for measuring job satisfaction are popular  The single global rating.  The summation of job facets.

3-14 LO Define Job Satisfaction 3-15  How satisfied are people in their jobs?  Over the last 30 years, employees in the U.S. and most developed countries have generally been satisfied with their jobs.  With the recent economic downturn, more workers are less satisfied.  Satisfaction levels differ depending on the facet involved.  There are cultural differences in job satisfaction. LO Define Job Satisfaction 3-16 LO Define Job Satisfaction 3-17 LO Summarize the Main Causes of Job Satisfaction What causes job satisfaction?  Job conditions The intrinsic nature of the work itself, social interactions, and supervision are important predictors of job satisfaction.  Personality People who have positive core self- evaluations, who believe in their inner worth and basic competence, are more satisfied with their jobs than those with negative core self-evaluations.

3-18 LO 5 Summarize the Main Causes of Job Satisfaction 3-19 LO Summarize the Main Causes of Job Satisfaction Corporate Social Responsibility (CSR)  Corporate social responsibility (CSR): self-regulated actions to benefit society or the environment beyond what is required by law. Includes environmental sustainability initiatives, nonprofit work, and charitable giving. Increasingly affects employee job satisfaction.  CSR is particularly important for Millennials. But, not everyone finds value in CSR. 3-20 LO 5 Outcomes of Job Satisfaction  Job Performance Happy workers are more likely to be productive workers.  OCB People who are more satisfied with their jobs are more likely to engage in OCB.  Customer Satisfaction Satisfied employees increase customer satisfaction and loyalty.  Life Satisfaction Research shows that job satisfaction is positively correlated with life satisfaction.

3-21 LO 6 Four Employee Responses to Dissatisfaction 3-22 LO 6 Four Employee Responses to Dissatisfaction Counterproductive Work Behavior (CWB)  Counterproductive work behavior: actions that actively damage the organization, including stealing, behaving aggressively toward coworkers, or being late or absent.  Absenteeism: the more satisfied you are, the less likely you are to miss work.  Turnover: a pattern of lowered job satisfaction is the best predictor of intent to leave. Managers Often “Don’t Get It†3-23 LO 6 Implications for Managers Of the major job attitudes – job satisfaction, job involvement, organizational commitment, perceived organizational support (POS), and employee engagement – remember that an employee’s job satisfaction level is the best single predictor of behavior. Pay attention to your employees’ job satisfaction levels as determinants of their performance, turnover, absenteeism, and withdrawal behaviors.

3-24 Implications for Managers Measure employee job attitudes objectively and at regular intervals in order to determine how employees are reacting to their work. To raise employee satisfaction, evaluate the fit between the employee’s work interests and the intrinsic parts of his/her job to create work that is challenging and interesting to the individual. Consider the fact that high pay alone is unlikely to create a satisfying work environment. 3-25

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Understanding Attitudes and Job Satisfaction in the Workplace

Attitudes encompass a complex array of evaluations that individuals hold concerning various objects, people, or events (Robinson, 2020). These evaluations can range from positive to negative, creating a platform for behavioral manifestations in organizational settings. This essay will explore the components of attitudes, the relationship between attitudes and behavior, major job attitudes, and the factors influencing job satisfaction, along with their implications for managerial practice.

The Three Components of an Attitude

Attitudes consist of three key components: cognitive, affective, and behavioral. The cognitive component involves beliefs or thoughts that individuals hold about an object or event. For instance, an employee may believe that their company prioritizes profit over employee welfare (Buchanan & Huczynski, 2019). The affective component reflects the emotional response or feelings one has regarding the object in question. An employee may feel anger or frustration over a perceived lack of support from management (Greenberg, 2020). Lastly, the behavioral component refers to the way individuals act based on their attitudes. This could manifest as an employee expressing discontent openly or exhibiting reduced effort at work (Robinson, 2020).

The Relationship Between Attitudes and Behavior

The relationship between attitudes and behavior is a crucial aspect of understanding organizational dynamics. According to Festinger's theory of cognitive dissonance, individuals strive for consistency among their attitudes and between their attitudes and behaviors. When there's a discrepancy, such as feeling dissatisfied with work while continuing to engage in the same behaviors, individuals often seek to rectify this inconsistency (Festinger, 1957). For instance, if an employee dislikes their job but continues to come in regularly, they may modify their attitudes about the job to avoid the discomfort of dissonance (Buchanan & Huczynski, 2019).

Major Job Attitudes

Among the various job attitudes identified in organizational behavior, several stand out:
1. Job Satisfaction: This positive feeling about one’s job arises from evaluating various job features, including role clarity, work conditions, and supervisor support (Robinson, 2020).
2. Job Involvement: Job involvement reflects how psychologically attached an employee is to their job. Higher job involvement can enhance self-worth, emphasizing the significance of perceived performance (Kahn, 1990).
3. Organizational Commitment: This refers to the degree to which employees identify with their organization and its goals (Allen & Meyer, 1990). Employees who exhibit strong organizational commitment are less likely to withdraw from their tasks, even amid dissatisfaction.
4. Perceived Organizational Support (POS): POS denotes the extent to which employees believe their organization values their contributions and cares for their wellbeing (Eisenberger et al., 1986). Higher levels of POS correlate with improved job satisfaction.
5. Employee Engagement: Characterized by enthusiasm and dedication towards their work, engaged employees are crucial for organizational success as their commitment often leads to heightened productivity (Saks, 2006).

Defining Job Satisfaction

Job satisfaction is predominantly defined as a positive feeling or evaluation one holds about their job role. The measurement of job satisfaction can be approached through two dominant methods: the single global rating method, which captures overall job satisfaction, and the summation of job facets method, which evaluates satisfaction concerning specific job features (Robinson, 2020).

Causes of Job Satisfaction

Numerous factors contribute to fostering job satisfaction, including:
1. Job Conditions: The characteristics intrinsic to the job, such as work autonomy and clarity, are significant predictors of job satisfaction (Hackman & Oldham, 1976).
2. Personality Traits: Employees who possess positive core self-evaluations (believing in their self-worth and competence) tend to experience higher job satisfaction levels compared to those with negative self-evaluations (Judge & Bono, 2001).
3. Corporate Social Responsibility (CSR): Organizations demonstrating social responsibility often cultivate a sense of pride among employees, which can in turn enhance job satisfaction levels (Brammer & Millington, 2005). This trend is particularly noted among Millennials, who increasingly value organizations with a robust CSR commitment (Buchanan & Huczynski, 2019).

Outcomes of Job Satisfaction

Job satisfaction has several noteworthy outcomes:
1. Job Performance: Higher levels of job satisfaction typically correlate with increased employee productivity and performance (Judge et al., 2001).
2. Organizational Citizenship Behavior (OCB): Job satisfaction influences OCB, as employees who are more satisfied are likely to engage in behaviors that contribute to organizational effectiveness beyond their formal job requirements (Organ, 1988).
3. Life Satisfaction: Research indicates a positive relationship between job satisfaction and overall life satisfaction; thus, employees who derive satisfaction from their work are often happier in their personal lives (Diener & Lucas, 2000).

Employee Responses to Dissatisfaction

Employee responses to job satisfaction or dissatisfaction can take various forms, including:
1. Counterproductive Work Behavior (CWB): These are harmful actions that can damage the organization, such as theft, aggression, or absenteeism (Spector, 2006).
2. Absenteeism: A direct correlation exists between job satisfaction and absenteeism; dissatisfied employees are more likely to miss work (Dunham & Smith, 1990).
3. Turnover: Job dissatisfaction is a strong predictor of employee turnover intentions, where a consistent decline in satisfaction levels hints at potential resignation (Mobley, 1977).

Implications for Managers

Understanding the dynamics of job attitudes, particularly job satisfaction, is crucial for management practices. Managers must evaluate their employees’ attitudes regularly to anticipate performance, turnover, and absenteeism trends effectively (Robinson, 2020). Furthermore, establishing an environment that fosters employee engagement and commitment, alongside fair reward systems, can enhance job satisfaction. Managers should also remember that satisfaction does not stem solely from high pay—challenging and interesting work is equally vital to employee wellbeing (Kahn, 1990).

Conclusion

In conclusion, a grasp of attitudes and job satisfaction is integral for effective human resource management. By understanding the components of attitudes, their influence on behavior, and the major job attitudes that shape workplace dynamics, managers can cultivate a more satisfying and engaged workforce.

References

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2. Brammer, S., & Millington, A. (2005). Corporate social responsibility and firm performance. European Business Review, 17(4), 218-233.
3. Buchanan, D. A., & Huczynski, A. (2019). Organizational Behaviour. Pearson Education.
4. Diener, E., & Lucas, R. E. (2000). Subjective well-being: Current issues and controversies. Annual Review of Psychology, 51(1), 25-49.
5. Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500-507.
6. Festinger, L. (1957). A theory of cognitive dissonance. Stanford University Press.
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