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Chapter Three WORK-RELATED ATTITUDES: FEELINGS ABOUT JOBS, ORGANIZATIONS, AND PEOPLE Attitudes - relatively stable clusters of feelings, beliefs, and behavioral intentions toward specific objects, people, or institutions

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slide1

Chapter

Three

WORK-RELATED ATTITUDES:

FEELINGS ABOUT JOBS, ORGANIZATIONS,

AND PEOPLE

slide2

Attitudes - relatively stable clusters of feelings, beliefs, and behavioral intentions toward specific objects, people, or institutions

Work-related attitudes - pertain to any aspect of work or work settings

slide3

Three Essential Components of Attitudes -ABC Model

Affect or emotional component- our liking or

disliking of any particular person, item, or event

- feeling aspect

Behavioral component - our predisposition to

behave in a way consistent with our beliefs and

feelings about an object

- may not be predictive of one’s

behavior

Cognitive component - what we believe, whether

true of false, about an attitude object

- knowledge aspect

slide4

Attitude Formation- attitudes are learned

  • Influences:
  • Direct Experience
  • Social Learning
slide5

Job Satisfaction - positive or negative attitudes held by

individuals toward their jobs

Are People Generally Satisfied with Their Jobs? - overall,

most satisfied

Certain groups more satisfied than others -

white-collar, older, more experienced

Some individuals always more satisfied

Dispositional model - job satisfaction is a

characteristic that stays with people across situations

slide6

Measuring Job Satisfaction - several useful techniques have been

developed

Rating scales and questionnaires - most common approach

Critical incidents - employees describe incidents they found satisfying or dissatisfying

Interviews - explore attitudes more deeply

- particularly effective in gathering reactions to complex

and difficult situations

slide7

Theories of Job Satisfaction - address what makes people satisfied

with their jobs and the underlying processes

Two-factor theory -satisfaction and dissatisfaction stem from

different groups of variables

- satisfaction - job content

- dissatisfaction - physical and social aspect

Value theory - job satisfaction depends on the match between the outcomes individuals value in their jobs

slide8

Consequences of Job Dissatisfaction:

Employee withdrawal - actions that enable employees to escape

adverse organizational situations due to less satisfaction

Chronic absenteeism

Voluntary turnover

slide9

Guidelines for Promoting Job Satisfaction

Make jobs fun

Pay people fairly

Match people to jobs that fit their interests

Avoid boring, repetitive jobs

slide10

Organizational Commitment - degree to which people are involved

with their organizations and are interested in remaining within them

Varieties of Organizational Commitment:

Continuance commitment

Affective commitment

Normative commitment

slide11

Why Strive for a Committed Workforce?

Committed employees are less likely to withdraw

Committed employees are willing to sacrifice for the organization

Approaches to Developing Committed Employees

Enrich jobs - give employees control over their jobs and recognize

their important contributions

Align company and employee interests

Profit-sharing plans - incentive plans in which employees

receive bonuses in proportion to the company’s

profitability

Recruit and select new employees whose values closely match

those of the organization

- investments in employees likely to prompt the return

investment of employee energy in the company