Chapter 3

1. Chapter 3 Attitudes and Job Satisfaction

2. 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

3. Attitude • Cognitive componentThe opinion or belief segment of an attitude.- My pay is low • Affective ComponentThe emotional or feeling segment of an attitude. (Depends on cognitive …) • I am angry over how little I get paid • Behavioral ComponentAn intention to behave in a certain way toward someone or something. • - I’ll get a job that pays better. Attitudes Evaluative statements or judgementsconcerning objects, people, or events. Immediate

4. Attitudes Underlying reasons can be complex. You’ve been treated unfairly

5. Why? An organizational standpointWhat 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

6. Attitude and Behavior • Behavior follows Attitude • Watching TV (Channels) • Distasteful Assignments A B

7. Self-Perception Theory • Attitudes are used after the fact to make sense out of an action that has already occurred. • People seek consistency among • Various attitudes • Attitude and behavior B A ! Cognitive Dissonance

8. Cognitive Dissonance Tobacco Industry (P 80-81) • 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” • Go to a stable state • Is there dissonance? • Is there Discomfort?

9. 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? • Rewards involved in dissonance • Cheating on income tax • When is dissonance OK! A ->B Moderating Variables Strengthen the link

10. Moderating Variables Importance Specificity Accessibility • Attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account. • Fundamental values • Self interest • Identification with individuals/groups • Voluntary Turnover • Staying in job for 6 months (+) • Job satisfaction (-) • Job satisfaction • Job Involvement • Frequent Expression • Talking about attitudes A B

11. Major Job Attitudes • 1. Job Satisfaction • A collection of positive and/or negative feelings that an individual holds toward his or her job. • Employee Attitude ~ Job Satisfaction • 2. Job Involvement • Identifying (psychologically) with the job • considering perceived performance levelimportant to self-worth. • Through Psychological Empowerment • Good Leaders Empower • Decision, importance, Control More

12. 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 • Hamdard, Bata, Apex, Menz Klub • Rich Man, Grameen Phone, PETCO

13. 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

14. Employee Engagement • An individual’s • involvement with • satisfaction with • enthusiasm for the organization. • Finding Engaged Employees • Available resources • Learn new skills • Important and Meaningful work • Rewarding Interaction with co-workers/supervisors Engaged Employees = Passion for work + Deep Connection with company Vs. Putting Time (Disengaged) Only 17-29% EE Increases Job Sat. & Customer Sat. Disengaged Employees

15. 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

17. An Application: Attitude Surveys • Eliciting responses from employees through questionnaires about how they fell about their jobs, work groups, supervisors, and the organization

18. Sample Attitude Survey

19. 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.

20. Job Satisfaction • A collection of positive and/or negative feelings that an individual holds toward his or her job. In general, people are satisfied with their jobs.

21. 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

22. Pay only influences Job Satisfaction to a point After about $40,000 a year, there is no relationship between amount of pay and job satisfaction. Benefits (Google) Personality can influence J. S. Negative people are usually not satisfied with their jobs What is your goal! (financially solvent vs. being happy) Core self-evaluation (belief in inner-worth and basic competence) Causes of Job Satisfaction

23. exit-voice-loyalty-neglect frameworkfor Expressing Dissatisfaction Active Passive Destructive Constructive Union grievance Destructive-productivity, absenteeism, turnover Constructive- Tolerate unpleasantness, revive

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25. Happy worker are productive workers!The Effect of J. S. on Performance

26. 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 Job Satisfaction and OCB

27. 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 J.S. and Customer Satisfaction

28. 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

29. 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 • Job satisfaction • Organizational citizenship behavior • Productivity • Job involvement • Conscientiousness

30. Write down three things someone could do at work that would constitute an OCB. Compare your list with a neighbor’s.

31. Next Step Case Incident