Unformatted text preview: Chapter THREE Attitudes and Job Satisfaction 0 Attitudes Attitudes . Cognitive component Affective Component Behavioral Component 1 The Theory of Cognitive Dissonance Cognitive Dissonance Any incompatibility between two or more attitudes or between behavior and attitudes. Individuals seek to reduce this gap, or "dissonance" Desire to reduce dissonance depends on Importance of elements creating dissonance Degree of individual influence over elements Rewards involved in dissonance 2 Measuring the A-B Relationship Recent research indicates that attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account. A B Moderating Variables Importance of the attitude Specificity of the attitude Accessibility of the attitude Social pressures on the individual Direct experience with the attitude 3 Self-Perception Theory Attitudes are used after the fact to make sense out of an action that has already occurred. And, B A! 4 Types of Attitudes Job Satisfaction Job Involvement Organizational Commitment 5 Types of Attitudes, cont'd. Perceived Organizational Support (POS) Employee Engagement 6 Job Satisfaction Measuring Job Satisfaction Single global rating Summation score How Satisfied Are People in Their Jobs? In general, people are satisfied with their jobs. Depends on facets of satisfaction--tend to be less satisfied with pay and promotion opportunities. 7 Causes of Job Satisfaction Pay only influences Job Satisfaction to a point Personality can influence job satisfaction 8 How Employees Can Express Dissatisfaction Exit Behavior directed toward leaving the organization. Voice Active and constructive attempts to improve conditions. Loyalty Passively waiting for conditions to improve. Neglect Allowing conditions to worsen. 9 The Effect of Job Satisfaction on Employee Performance Satisfaction and Productivity Satisfaction and Absenteeism Satisfaction and Turnover 10 Job Satisfaction and OCB Satisfaction and OCBs 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. 11 Job Satisfaction and Customer Satisfaction Satisfaction and Customer Satisfaction Satisfied employees increase customer satisfaction because: Dissatisfied customers increase employee job dissatisfaction. 12 ...
View Full Document
- Fall '07