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C-3 Attitudes and Job Satisfaction
C-3 Attitudes and Job Satisfaction
Organizational Behavior
Chapter
3
13th Edition
Attitudes
Attitudes and
and Job
Job Satisfaction
Satisfaction
Bob Stretch
Southwestern College
The emotional or
Affective
Cognitive feeling segment
The opinion or of an attitude
belief segment of Behaviora
l
an attitude
An intention to behave
in a certain way toward
someone or something
Attitude
See E X H I B I T 3–1
See E X H I B I T 3–1
?
to behavior.
– The closer the match between attitude and
behavior, the stronger the relationship:
• Specific attitudes predict specific behavior
• General attitudes predict general behavior
– The more frequently expressed an attitude, the
better predictor it is.
– High social pressures reduce the relationship
and may cause dissonance.
– Attitudes based on personal experience are
stronger predictors.
See E X H I B I T 3–2
See E X H I B I T 3–2
See E X H I B I T 3–3
See E X H I B I T 3–3
Destructive Constructive
Neglect Loyalty
• Allowing • Passively
conditions to waiting for
worsen conditions to
improve
Passive
See E X H I B I T 3–4
See E X H I B I T 3–4
!
Despite the overwhelming evidence of the impact of job
satisfaction on the bottom line, most managers are either
unconcerned about or overestimate worker satisfaction.
© 2009 Prentice-Hall Inc. All rights reserved. 3-15
Global
Global Implications
Implications
See E X H I B I T 3–5
See E X H I B I T 3–5