organizational behavior lecturer sharon porter class 3 n.
Skip this Video
Loading SlideShow in 5 Seconds..
Organizational Behavior Lecturer: Sharon Porter Class 3 PowerPoint Presentation
Download Presentation
Organizational Behavior Lecturer: Sharon Porter Class 3

Loading in 2 Seconds...

play fullscreen
1 / 17

Organizational Behavior Lecturer: Sharon Porter Class 3 - PowerPoint PPT Presentation

  • Uploaded on

Organizational Behavior Lecturer: Sharon Porter Class 3. Learning Objectives. Contrast the three components of an attitude. Summarize the relationship between attitudes and behavior. Compare and contrast the major job attitudes. Define job satisfaction and show how it can be measured.

I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
Download Presentation

PowerPoint Slideshow about 'Organizational Behavior Lecturer: Sharon Porter Class 3' - mandell

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
learning objectives
Learning Objectives
  • Contrast the three components of an attitude.
  • Summarize the relationship between attitudes and behavior.
  • Compare and contrast the major job attitudes.
  • Define job satisfaction and show how it can be measured.
  • Summarize the main causes of job satisfaction.
  • Identify four employee responses to dissatisfaction.
  • Show whether job satisfaction is a relevant concept in other countries.

The emotional or feeling segment of an attitude

The opinion or belief segment of an attitude

An intention to behave in a certain way toward someone or something

An evaluation or judgments concerning objects, people, or events

Three components of an attitude:

does behavior attitudes
Does Behavior = Attitudes?
  • No, the reverse is sometimes true!
  • Cognitive Dissonance: Any incompatibility between two or more attitudes or between behavior and attitudes
    • We try to reduce this gap, or dissonance, to reach stability and consistency
    • Consistency is achieved by changing the attitudes, changing the behaviors, or through rationalization
influencing variables
Influencing Variables

Moderating Variables

  • The main influences on the attitude-behavior relationship are:
    • Importance of the attitude
    • Resulting effect on behavior
    • Accessibility
    • Existence of social pressures
    • Personal and direct experience of the attitude
predicting behavior from attitudes
Predicting Behavior from Attitudes


  • Important attitudes have a strong relationship 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.
what are the major job attitudes
What are the Major Job Attitudes?
  • Job Satisfaction
    • A positive feeling about the job resulting from an evaluation of its characteristics
  • Job Involvement
    • How much does someone identify with the job & it’s impact on self-worth
  • Psychological Empowerment
    • How much influence do you have regarding the job, level of competence, job meaningfulness, and autonomy (power)
major job attitudes
Major Job Attitudes
  • Organizational Commitment
    • Identifying with a particular organization and its goals, while wishing to maintain membership in the organization.
    • Three dimensions:
      • Affective – emotional attachment to the organization
      • Continuance Commitment – the economic value of staying there
      • Normative – moral or ethical obligations
    • Has some relation to performance, especially for new employees.
    • Less important now than in the past – now there may be more of an occupational commitment, loyalty to profession rather than an employer.
more major job attitudes
More Major Job Attitudes…
  • Perceived Organizational Support (POS)
    • Do employees believe the organization values & that their contribution is important & that management care about their well-being.
    • Higher when rewards are fair, employees are involved in decision making, and supervisors are seen as supportive.
  • Employee Involvement
    • Engaged employees are passionate about their work and company.
    • The level of involvement with, satisfaction with, and enthusiasm for the job is important.
job satisfaction
Job Satisfaction

Is one of the primary job attitudes measured.

    • Broad term involving a number of job elements.
  • How to measure?
    • Single global rating (one question/one answer) - Best
    • Summation score (many questions/one average) - OK
  • Are people satisfied in their jobs?
    • In the U. S., yes, but the level appears to be dropping. What about in China?
    • Results vary by employee related elements of the job.
    • Pay and promotion are the most problem elements.
causes of job satisfaction
Causes of Job Satisfaction
  • Pay influences job satisfaction only to a point.
    • After a level of pay has been achieved there is no relationship between the 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 a more positive attitude are more satisfied with their jobs.
how do employees respond to dissatisfaction
How do Employees Respond to Dissatisfaction





See E X H I B I T 3–4

outcomes of job satisfaction
Outcomes of Job 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 less likely to miss work.
more outcomes of job satisfaction
More Outcomes of Job Satisfaction


  • Turnover
    • Satisfied employees are less likely to quit.
    • Influensing factors include:
      • Economic environment and job security
      • Organizational actions taken to retain high performers and to reduce bad performing employees
  • Workplace Deviance
    • Dissatisfied workers are more likely to join a union, abuse substances, steal, be late, and withdraw.

Despite the evidence of the impact of job satisfaction on profit levels, most managers don’t care about or overestimate worker satisfaction.

global implications
Global Implications
  • Is Job Satisfaction a Western Concept?
    • No, but most of the research so far has been in the U.S.
  • Are Employees in Western Cultures More Satisfied With Their Jobs?
    • Western workers appear to be more satisfied than those in Eastern cultures.
    • Perhaps because Westerners emphasize positive emotions and personal happiness more than do those in Eastern cultures.
summary and managerial implications
Summary and Managerial 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, lateness, theft, and increase OCB
  • Focus on the basic parts of the job: make work challenging and interesting
    • Pay is not enough