Transcript Ch3 Attitudes and Job Satisfaction

Attitudes and
Job Satisfaction
Adeyl Khan, Faculty, BBA, NSU
Who do you love!
 Chef prepared food
 Gym
 Climbing wall, Volleyball, two Lap Pool
 Onsite haircut, dry-cleaning,
free doctors checkup …
 Free dental work
 Free transportation
 Pickup every 15 mins*
 Leather seat
 Bicycle racks
 Wireless internet
Adeyl Khan, Faculty, BBA, NSU
2
Attitude
Cognitive component
Attitudes
Evaluative
statements or
judgements
concerning
objects,
people, or
events.
The opinion or belief segment of an
attitude.
- My pay is low
Immediate
Affective Component
The emotional or feeling segment of an
attitude. (Depends on cognitive …)
-I am angry over how little I get paid
Behavioral Component
An intention to behave in a certain way
toward someone or something.
- I’ll get a job that pays better.
Adeyl Khan, Faculty, BBA, NSU
Attitudes
You’ve been
treated unfairly
Adeyl Khan, Faculty, BBA, NSU
Underlying
reasons can
be complex.
Why? An organizational standpoint
What does your employees believe!
 A coworker got the promotion you deserved



Cognitive
 I deserve the promotion supervisor gave to another
employee
Affective
 Strong dislikes to supervisors
Behavioral
 Looking for another job
 Conspiracy to make employees work harder for the
same and less money
 How did this attitude form
 Relationship to actual job behavior
 How to change
Adeyl Khan, Faculty, BBA, NSU
5
Attitude and Behavior
Behavior follows Attitude
 Watching TV (Channels)
 Distasteful Assignments
A
Adeyl Khan, Faculty, BBA, NSU
B
6
Self-Perception Theory
 Attitudes are used after the fact to make sense out
of an action that has already occurred.
B
A!
 People seek consistency among
 Various attitudes
 Attitude and behavior
Behavior follows
Attitude !
• People change
what they say
• contradict
what they do
• Ford Mustang
Cognitive
Dissonance
Adeyl Khan, Faculty, BBA, NSU
Cognitive Dissonance
 Any incompatibility between two or more attitudes
or between behavior and attitudes.
 The Theory
 Inconsistency is Uncomfortable, Individuals seek to
reduce this gap, or “dissonance”
Coping
 Go to a stable state


Is there dissonance?
Is there Discomfort?
Tobacco Industry
(P 80-81)
Adeyl Khan, Faculty, BBA, NSU
Mechanism- Alter
• Attitude,
Behavior,
Rationalization
Theory: Reduce (remove) dissonance
 Importance of elements creating dissonance
 Cheating on income tax
 Corporate
 Degree of individual influence over elements
 Can you change/control it?
A ->B
 Rewards involved in dissonance
Moderating
 Cheating on income tax
Variables
Strengthen the link
 When is dissonance OK!
Adeyl Khan, Faculty, BBA, NSU
9
Moderating Variables
A
B
 Attitudes (A) significantly predict behaviors (B) when
moderating variables are taken into account.
Importance
• Fundamental values
• Self interest
• Identification with
individuals/groups
Specificity
• Voluntary Turnover
• Staying in job for 6
months (+)
• Job satisfaction (-)
• Job satisfaction
• Job Involvement
Social Pressure
• Discrepancies
• Anti union
• Smoking discouragement
Adeyl Khan, Faculty, BBA, NSU
Accessibility
• Frequent Expression
• Talking about
attitudes
Direct experience
• Students experience on
Work Environment
10
Major Job Attitudes
 1. Job Satisfaction
 A collection of positive and/or negative feelings that
an individual holds toward his or her job.
More
 Employee Attitude ~ Job Satisfaction
 2. Job Involvement
 Identifying (psychologically) with the job
 considering perceived performance level
important to self-worth.
 Through Psychological Empowerment

Good Leaders Empower
 Decision, importance, Control
Adeyl Khan, Faculty, BBA, NSU
Major Job Attitudes …
 Organizational Commitment
 Identifying with a particular organization and its goals. Willing
to maintain membership in the organization
 Affective Commitment- - Emotional Attachment
 Continuance Commitment- Economical
 New Companies, New Job,
 HR Propaganda
 Normative- Moral/Ethical
 New Project, Culture (China), Support
Org. Citizenship
Job Performance
Absence
Turnover
Hamdard, Bata, Apex, Menz Klub
Rich Man, Grameen Phone, PETCO
Adeyl Khan, Faculty, BBA, NSU
12
Perceived Organizational Support (POS)
 Degree to which employees feel the organization
 cares about their well-being


Supervisors/managers’ support- Childcare problem
Honest mistakes
 Value their contribution (voice)

Rewards are fair, Promotion policies, Incentives
Adeyl Khan, Faculty, BBA, NSU
13
Employee Engagement
 An individual’s
 involvement with
 satisfaction with
 enthusiasm
for the organization.
Engaged Employees
= Passion for work + Deep
Connection with company
Vs. Putting Time (Disengaged)
Only 17-29% EE
Increases Job Sat. & Customer Sat.
 Finding Engaged Employees
 Available resources
Disengaged Employees
 Learn new skills
 Important and Meaningful work
 Rewarding Interaction with co-workers/supervisors
Adeyl Khan, Faculty, BBA, NSU
14
Is there any differences in job Attitudes
 Job involvement Vs. Job satisfaction
 POS Vs. Org. Commitment
 Strong correlation
 POS vs. Affective Commitment
 Why Two Steering?
 Some measure of distinctiveness with great overlap
 Difference in people
 Positive & Negative peoples
Adeyl Khan, Faculty, BBA, NSU
15
Adeyl Khan, Faculty, BBA, NSU
16
An Application: Attitude Surveys
 Eliciting responses from employees through
questionnaires about how they fell about their jobs,
work groups, supervisors, and the organization
Adeyl Khan, Faculty, BBA, NSU
Sample Attitude Survey
Adeyl Khan, Faculty, BBA, NSU
Attitudes and Workforce Diversity
 Training activities that can
reshape employee attitudes
concerning diversity:
 Participating in diversity
training that provides for
self-evaluation and group
discussions.
 Volunteer work in
community and social serve
centers with individuals of
diverse backgrounds.
Adeyl Khan, Faculty, BBA, NSU
Job Satisfaction
Job
require
 A collection of positive
Job activities
and/or negative feelings
that an individual holds
toward his or her job.
Interactions with coworkers
Org. rules and
policies
Performance
standard
In general, people are
satisfied with their jobs.
Working condition
…….
Work
Overall
Adeyl Khan, Faculty, BBA, NSU
Co-workers
Supervision
Pay
Promotion
All things considered, how satisfied are you with your job? (1 to 5)
Measuring Job Satisfaction
 Single global rating
 Summation Score
 Nature of work
 Supervision
 Present pay
 Promotion opportunities
 Relations with co-workers …
 Simplicity Vs. Problem Areas
Adeyl Khan, Faculty, BBA, NSU
Causes of Job Satisfaction
 Pay only influences Job Satisfaction to a point
 After about $40,000 a year, there is
no relationship between amount
Enjoy working!
of pay and job satisfaction.
 Benefits (Google)
• Training
 Personality can influence J. S.
• Variety
 Negative people are usually
• Independence
not satisfied with their jobs
• Control
 What is your goal! (financially
solvent vs. being happy)
 Core self-evaluation (belief in inner-worth and basic
competence)
Adeyl Khan, Faculty, BBA, NSU
exit-voice-loyalty-neglect framework
for Expressing Dissatisfaction
Active
Exit
Voice
• Behavior
directed toward
leaving the
organization.
• Active and
constructive
attempts to
improve
conditions.
Destructive
Constructive
Neglect
Loyalty
• Allowing
conditions to
worsen.
• Passively
waiting for
conditions to
improve.
Union
grievance
Passive
Adeyl Khan, Faculty, BBA, NSU
Destructive-productivity, absenteeism, turnover
Constructive- Tolerate unpleasantness, revive
Advertisement
Adeyl Khan, Faculty, BBA, NSU
24
Happy worker are productive workers!
The Effect of J. S. on Performance
Productivity
• Satisfied workers are more productive AND more productive workers are
more satisfied!
• Worker productivity is higher in organizations with more satisfied
workers.
Absenteeism
• Consistent negative relationship (moderate/weak)
• Satisfied employees have fewer avoidable absences.
Turnover
• Negative and stronger than Absen. (MV: Level of performance)
• Satisfied employees are less likely to quit.
• Organizations take actions to retain high performers and to weed out
lower performers.
Adeyl Khan, Faculty, BBA, NSU
Job Satisfaction and OCB
 Satisfaction and Organizational Citizenship
Behavior (OCB)
 Satisfied employees who feel fairly treated (fairness
perception) by and are trusting of the organization
are more willing to engage in behaviors that go
beyond the normal expectations of their job



Talk positively
Help others
Reciprocate positive
experience
Adeyl Khan, Faculty, BBA, NSU
J.S. and Customer Satisfaction
 Better customer service and loyalty
 They are more friendly, upbeat, and responsive.
 They are less likely to turnover, which helps
build long-term customer relationships.
 They are experienced (familiar faces).
 Paradox ->
Dissatisfied customers increase
employee job dissatisfaction.
 Rude, thoughtless, unreasonable
Adeyl Khan, Faculty, BBA, NSU
Counterpoint
 Genes might a lot to do with it!
 Identical twins



Similar career
Similar level of job satisfaction
Job change rates
 Disposition toward life (Pos. Vs. Neg.)
 Coming back to set point

New areas of fault
 Selection process
Adeyl Khan, Faculty, BBA, NSU
28
Chapter Check-Up: Attitudes
 Luvlu is the known as the Cha King- every day he
brings cookies and tea to the office for everyone. He
says it helps everyone think more clearly! Luvlu is
demonstrating
1. Job satisfaction
2. Organizational citizenship behavior
3. Productivity
4. Job involvement
5. Conscientiousness
Adeyl Khan, Faculty, BBA, NSU
Adeyl Khan, Faculty, BBA, NSU
30
Adeyl Khan, Faculty, BBA, NSU
31