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OB - Summary Note - Ch03

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22 views

OB - Summary Note - Ch03

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huynhhuongthuy2508
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We take content rights seriously. If you suspect this is your content, claim it here.
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Chapter 3: Attitudes and Job Satisfaction

Attitudes

Attitudes are evaluations, judgments, opinions about people/objects/states/events. There are 3 main components of attitudes:

 cognitive
 affective
 behavioral

Cognitive refers to just describing things how we see them, e.g. “I have a job”. Affective is related to emotions and feelings, e.g. when one
says: “I am so happy with my job”. Behavioral refers to intentions, actions, e.g. when one says “I will never resign from my job” or “I am
looking for another job”. All components are related, cognitive and affective aspects of attitudes are inseparable. As one sees attitudes
and behaviors are connected, certain attitude leads always/sometimes/often/never to certain behavior.

At this point, the notion of cognitive dissonance appears – it is the reverse effect – when attitude follows behavior. It is explained as
inconsistency between attitudes or between behavior and attitude (e.g. advising others to drive slowly when you drive fast yourself). What
influences dissonance is: its importance, influence of one’s values, rewards of dissonance.

Major Job Attitudes

 Job satisfaction: a positive feeling about one’s job according to an evaluation of its characteristics.

 Job involvement (level of identification with the job, caring for and participation in it and considering it as important for “self”).

Another notion in this part is psychological empowerment – it expresses the belief in the level of one’s influence on his work setting,
abilities, his work importance and locus of control.

 Organisational commitment (employee’s identification with the company’s goals, corporate culture, strategy, mission, values,
vision and willingness to preserve his belonging to the organization)

Affective – emotional connection with the company and its values

Continuance – perceived financial benefit resulting from staying rather leaving a firm/company

Normative – feeling obliged to stay in a company because of moral/ethical matters

 Perceived organisational support (POS) – level of employee’s conviction and belief that the organisation supports him, appreciates
his work and cares for his comfort, security, and happiness.

 Employee engagement – employee’s enthusiasm for the work he does, satisfaction with it and his commitment to his work.

Job satisfaction

Job satisfaction can be measured in two ways:

 Single global rating method (survey participants answer one question: How satisfied are you with your job?)
 Summary of job facets (makes an employee evaluate each element of a job), possible facets can be salary, communication with co-
workers and with supervisor, amount of days off, etc.

The first, “one-question” method is fast and inexpensive. The second one (summary of job facets) is more accurate, allows the
identification of the core problems and makes it easier to create possible solutions.

What makes employees satisfied with their job?

 The fact that they enjoy their work


 Interesting jobs that provide training, variety, independence and control
 Most people prefer challenging over easy and various over routine

In general, most of the time is the nature of job that makes one satisfied with work. However, also personality is an important factor
influencing job satisfaction. It is essential to have positive core self-evaluations (which are one’s evaluations of his possibilities, abilities,
and strengths).
Once a person achieves a level of payment that allows for him comfortable living, the relationship between pay and job satisfaction does
not exist any longer.

There are 4 responses to dissatisfaction:

1. Exit – behavior indicating the will to leave the organisation


2. Voice – results in actively and constructively trying to change dissatisfying conditions
3. Loyalty – waiting passively hoping for situation improvement
4. Neglect – doing nothing, letting the conditions worsen

Relationships between job satisfaction variables:

 Job satisfaction and job performance  strong positive relation -> more satisfied workers are more productive
 Moderate relation between job satisfaction and organizational citizenship behavior -> more satisfied workers more probable that
they engage in OCB
 Satisfied workers enhance customer satisfaction and loyalty
 Satisfied workers are less likely to miss work (moderate relation)
 Satisfied workers are less likely to quit (strong relation)
 Job dissatisfaction is much likely to cause workplace deviance
 Managers usually overestimate job satisfaction but do not actually measure it.

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