Attitudes and Emotions

 Attitudes are judgments

 Emotons are experiences
 We feel emotions
 We think about attitudes
 We experience most emotions
briefly
 Many attitudes last a long time
 Model of Attitudes and Behavior

Beliefs

Attitude Emotional
Feelings Episodes

Behavioral
Intentions

Behavior
Job Satisfaction -?
 A person’s evaluation of his/her job
and work context. A collection of
attitudes about specific features of
the job.
 85% of American’s report they have
been satisfied with their jobs for the
last 10 years.
Measures of Job Satisfaction
 General or Global Job Satisfaction
 How satisfied are you with your current
job?
 Facet/Features Satisfaction:
Satisfaction with Pay, Benefits,
Supervision, Co-workers, The Job
Itself, Promotional Opportunities,
 Job Satisfaction
 Employee job satisfaction is both a
function of the person and the job
environment.
 Person – characteristics like education,
work experience, age, expectations,
negative or positive disposition can affect
job satisfaction
 Job Environment – management style or
leadership, autonomy, work tasks, social
support, the design of the job etc.
Theories of Job Satisfaction
 Fulfillment theory – receiving more
of something on the job is better
 Discrepancy theory – the perceived
gap between what one wants from
the job and what one perceives it is
offering
 Equity theory – perceived equity in
the employee’s outcome/input ratio
compared to others
Theories of Job Sat. Con’t
 Intrinsic/Extrinsic – intrinsic sources
originate within the employee and
have psychological value (i.e.,
challenging work, recognition, sense
of accomplishment etc.)
 Extrinsic sources originate outside of
the employee (i.e., working
conditions, relationships with co-
workers, supervisors etc.)
Job Satisfaction and Behavior

Job dissatisfaction increases ,

absenteeism, theft
Weak to moderate association
with job performance
Satisfaction - Performance
 General attitudes . don’t predict
specific performance behaviors very
well.
 Dissatisfied employees can still put
out effort and work productively
while complaining, looking for
another job or waiting for
something to be fixed.
Satisfaction - Performance
 Job Performance leads to Job
satisfaction but only when
performance is linked to valued
rewards. Higher performers receive
more rewards, consequently they
are more satisfied.
 Many organizations don’t reward
good performance
Satisfaction - Performance
 Job satisfaction might influence
motivation but this isn’t real
predictive of actual performance.
 The job sat. --->performance
relationship is strongest when
employees have control at work and
more freedom.
Organizational Commitment
 Affective commitment
 Emotional attachment to,
identification with, and
involvement in an organization

 Continuance commitment
 Belief that staying with the
organization serves your
personal interests – too costly to
quit
Commitment is Related to
 Turnover
 Absenteeism
 Customer Satisfaction
 Competitive Advantage
 Work Motivation
 Organizational Citizenship
Possible Negative Consequences of
Continuance Commitment

 Low-cost loans, stock options,

deferred bonuses may tie
employees to the company
 Continuance commitment is not
necessarily loyalty
Building Organizational
Commitment

 Maintain fairness, values, and

integrity
 Provide some job security
 Support organizational
comprehension - communicate
 Involve employees in decisions
 Build trust