Robbins, Judge, and Vohra

Organizational Behavior
15th Edition

Attitudes
Attitudes and
and Job
Job Satisfaction
Satisfaction

Kelli J. Schutte
William Jewell College
Copyright © 2014 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Organizational
Behavior, 15e 3-1
Chapter
Chapter Learning
Learning Objectives
Objectives
 After studying this chapter, you should be able to:
– Contrast the three components of an attitude.
– Summarize the relationship between attitudes and behavior.
– Major job attitudes.
– Define job satisfaction and show how it can be measured.
– Summarize the main causes of job satisfaction (discussion).
– Identify four employee responses to dissatisfaction.
– Show whether there are cultural differences in job
satisfaction.

3-2
Attitudes……3
Attitudes……3 components
components
Evaluative statements or judgments concerning objects,
people, or events

See E X H I B I T 3–1
See E X H I B I T 3–1

3-3
 Patching
Patching together
together aa career
career
 In today’s temp-economy, there are self-employed, part-
time, contract, micro-entrepreneur, temporary, and
freelance workers.

 How do they pose challenges for job satisfaction????

 How do they pose challenges for job involvement????

 How do they pose challenges for job commitment????

3-4
Job
Job Satisfaction
Satisfaction
 One of the primary job attitudes measured.
– Broad term involving a complex individual summation of a
number of discrete job elements.
 How to measure?
– Single global rating (one question/one answer)

– Summation score (many questions/one average)

See E X H I B I T 3–2
See E X H I B I T 3–2

3-5
Paul
Paul Spector
Spector (1985)
(1985)

3-6
MacDonald
MacDonald (1997)
(1997)

3-7
And
And Yet
Yet More
More Major
Major Job
Job Attitudes…
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.
– High POS is related to higher OCBs and performance.
 Employee Engagement
– The degree of involvement with, satisfaction with, and
enthusiasm for the job.
– Engaged employees are passionate about their work and
company.

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What
What are
are the
the Major
Major Job
Job Attitudes?
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
the job, competence, job
meaningfulness, and autonomy

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 Another
Another Major
Major Job
Job Attitude
Attitude
 Organizational Commitment
– Identifying with a particular organization and its goals, while wishing
to maintain membership in the organization.

– Three dimensions:
• Affective – emotional attachment to organization
• Continuance Commitment – economic value of staying
• Normative – moral or ethical obligations
– Has some relation to performance, especially for new employees.
– Less important now than in the past – now perhaps more of an
occupational commitment, loyalty to profession rather than a given
employer.

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What could be the most important factors for fostering the following attitudes in
the millennials?

1- Job Engagement

2- Organizational Commitment

3- Trust in supervisors
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3-11
 Does
DoesBehavior
BehaviorAlways
AlwaysFollow
Followfrom
fromAttitudes?
Attitudes?

 Other researchers have agreed that attitudes predict

future behavior
 Leon Festinger – No, the reverse is sometimes true!

 Cognitive Dissonance (Festinger): Any incompatibility between

two or more attitudes or between behavior and attitudes
– Individuals seek to reduce this uncomfortable gap, or dissonance,
to reach stability and consistency

– How to remove dissonance?

– 1
– 2
– 3 3-12
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3-13
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3-14
Causes
Causes of
of Job
Job Satisfaction
Satisfaction
 Pay influences job satisfaction only to a point.
– Once an individual reaches a comfortable level of living, there
is no relationship between amount of pay and job satisfaction.
– Money may bring happiness, but not necessarily job
satisfaction.

 Personality can influence job satisfaction.

– Negative people are usually not satisfied with their jobs.
– Those with positive core self-evaluation are more satisfied
with their jobs.

See E X H I B I T 3–3
See E X H I B I T 3–3

3-15
Employee
Employee Responses
Responses to
to Dissatisfaction
Dissatisfaction
Active

Destructive Constructive

Passive

See E X H I B I T 3–4
See E X H I B I T 3–4

3-16
Positive
Positive Outcomes
Outcomes of
of Job
Job Satisfaction
Satisfaction
 Job Performance
– Satisfied workers are more productive AND more
productive workers are more satisfied!
– The causality may run both ways.
 Organizational Citizenship Behaviors
– Satisfaction influences OCB through perceptions of
fairness.
 Customer Satisfaction
– Satisfied frontline employees increase customer
satisfaction and loyalty.
 Absenteeism
– Satisfied employees are moderately less likely to miss
work.
3-17
More
More Outcomes
Outcomes of
of Job
Job dissatisfaction
dissatisfaction
 Turnover
– Satisfied employees are less likely to quit.
– Many moderating variables in this relationship.
• Economic environment and tenure
• Organizational actions taken to retain high performers and to
weed out lower performers
 Workplace Deviance
– Dissatisfied workers are more likely to unionize, abuse
substances, steal, be tardy, and withdraw.

Despite the overwhelming evidence of the impact of job

satisfaction on the bottom line, most managers are either
unconcerned about or overestimate worker satisfaction.
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 Global
Global Implications
Implications

 Are Employees in Some Cultures More Satisfied With

Their Jobs?
– According to some studies, Western workers appear to be
more satisfied than those in Eastern cultures. This may be
because Westerners emphasize positive emotions and
individual happiness more than do those in Eastern cultures.
– Another study showed that Indian employees rated their
satisfaction higher than other employees in the Asia-Pacific
region.

See E X H I B I T 3–5
See E X H I B I T 3–5

3-19
Summary
Summary and
and Managerial
Managerial Implications
Implications
 Managers should watch employee attitudes:
– They give warnings of potential problems
– They influence behavior
 Managers should try to increase job satisfaction and
generate positive job attitudes
– Reduces costs by lowering turnover, absenteeism, tardiness,
theft, and increasing OCB
 Focus on the intrinsic parts of the job: make work
challenging and interesting
– Pay is not enough

3-20
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without the prior written permission of the publisher. Printed in the
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Copyright ©2011 Pearson Education, Inc.

 Publishing as Prentice Hall

3-21