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Ob ch03 Attitudes and Job Satisfaction 2
Ob ch03 Attitudes and Job Satisfaction 2
The Individual:
Attitudes, Values
and Motivation
What are attitudes?
Behavioral Component
An intention to behave in a certain
way toward someone or something
Types of Attitudes
Job Satisfaction
A collection of positive and/or negative feelings that an
individual holds toward his or her job
Job Involvement
Identifying with the job, actively participating in it, and
considering performance important to self-worth
Organizational Commitment
Identifying with a particular organization and its goals,
and wishing to maintain membership in the organization
(Affective, Normative, and Continuance Commitment)
Types of Attitudes, cont’d
Employee Engagement
An individual’s involvement with, satisfaction with,
and enthusiasm for the organization
Expressing Dissatisfaction
Exit Voice
Behavior directed toward Active and constructive
leaving the organization attempts to improve
conditions
Loyalty Neglect
Passively waiting for Allowing conditions to
conditions to improve worsen
Types of Values
Terminal Values
Desirable end-states of
existence; the goals that a
person would like to
achieve during his or her
lifetime
Instrumental Values
Preferable modes of behavior
or means of achieving one’s
terminal values
What Is Motivation?
Motivation
The processes that account for an individual’s
intensity, direction, and persistence of effort toward
attaining a goal
Social
Safety
Physiological
Having Little Ambition
Avoiding Responsibility
Self-Directed
Accepting Responsibility
Reinforcement
Positive reinforcement
– Providing a reward for a desired behavior
Negative reinforcement
– Removing an unpleasant consequence when the
desired behavior occurs
*Punishment
– Applying an undesirable condition to eliminate an
undesirable behavior
Key Elements
1. Goal specificity
2. Participative decision making
3. An explicit time period
4. Performance feedback
Cascading of Objectives
Equity Theory
Equity Theory
Individuals compare their job inputs and outcomes with
those of others and then respond to eliminate any
inequities
Referent
Comparisons:
•Self-inside
•Self-outside
•Other-inside
•Other-outside
Choices For Dealing With Inequity
Distributive Justice
Perceived fairness of the
outcome (the final distribution) Procedural Justice
“Who got what?” Perceived fairness of the
process used to determine
the outcome (the final
distribution)
Interactional Justice “How was who gets what
The degree to which one is decided?”
treated with dignity and
respect.
“Was I treated well?”
Job Design and Scheduling
Job Enlargement
The long-term horizontal
expansion of jobs
Job Enrichment
The long-term vertical expansion
of jobs
Alternative Work Arrangements
Flextime
Employees work during a common core time period each
day but have discretion in forming their total workday from
a flexible set of hours outside the core.
Job Sharing
The practice of having two or more people split a 40-
hour-a-week job
Example of a Flextime Schedule
Alternative Work Arrangements, cont.
Telecommuting
Employees do their work at home on a computer that is
linked to their office.
Theory Y
Two-Factor
(Believing Employee
Theory
Employees Involvement
Want to Be Programs (Intrinsic
Motivation)
Involved)
ERG Theory
(Employee
Needs)
Rewarding Employees: Four Aspects
Gain Sharing
An incentive plan in which improvements in group
productivity determine the total amount of money that is
allocated.
Rewarding Employees
Equity
Reinforcement Skill-based Pay
Theory Plans Theory
McClelland’s
ERG Theory
Need for
(Growth)
Achievement
Flexible Benefits