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1、Attitudes and Job Satisfaction,3,3-0,Chapter Learning Objectives,After studying this chapter, you should be able to: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
2、 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 countries other than the United States.,3-1,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,Copyright 2011 P
3、earson Education, Inc. publishing as Prentice Hall,3-2,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,3-3,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,3-4,Attitudes,Evaluative statements or judgments concerning objects, people, or eventsThree components of a
4、n attitude:,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,See E X H I B I T 31,3-5,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,Does Behavior Always Follow from At
5、titudes?,Leon Festinger No, the reverse is sometimes true!Cognitive Dissonance: Any incompatibility between two or more attitudes or between behavior and attitudes Individuals seek to reduce this uncomfortable gap, or dissonance, to reach stability and consistencyConsistency is achieved by changing
6、the attitudes, modifying the behaviors, or through rationalizationDesire to reduce dissonance depends on:Importance of elementsDegree of individual influence Rewards involved in dissonance,3-6,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,Moderating Variables,The most powerful m
7、oderators of the attitude-behavior relationship are:Importance of the attitudeCorrespondence to behaviorAccessibilityExistence of social pressuresPersonal and direct experience of the attitude,Moderating Variables,3-7,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,Predicting Beha
8、vior 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 behaviorGeneral attitudes predict general behaviorThe more frequently expressed an attitude, the better
9、 predictor it is.High social pressures reduce the relationship and may cause dissonance.Attitudes based on personal experience are stronger predictors.,?,3-8,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,What are the Major Job Attitudes?,Job SatisfactionA positive feeling about
10、the job resulting from an evaluation of its characteristicsJob InvolvementDegree of psychological identification with the job where perceived performance is important to self-worthPsychological EmpowermentBelief in the degree of influence over the job, competence, job meaningfulness, and autonomy,3-
11、9,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,Another Major Job Attitude,Organizational CommitmentIdentifying with a particular organization and its goals, while wishing to maintain membership in the organization.Three dimensions:Affective emotional attachment to organizationC
12、ontinuance Commitment economic value of stayingNormative moral or ethical obligationsHas some relation to performance, especially for new employees.Less important now than in the past now perhaps more of an occupational commitment, loyalty to profession rather than a given employer.,3-10,Copyright 2
13、011 Pearson Education, Inc. publishing as Prentice Hall,And Yet More Major Job Attitudes,Perceived Organizational Support (POS)Degree to which employees believe the organization values their contribution and cares about their well-being.Higher when rewards are fair, employees are involved in decisio
14、n making, and supervisors are seen as supportive.High POS is related to higher OCBs and performance.Employee EngagementThe degree of involvement with, satisfaction with, and enthusiasm for the job.Engaged employees are passionate about their work and company.,3-11,Copyright 2011 Pearson Education, I
15、nc. publishing as Prentice Hall,Are These Job Attitudes Really Distinct?,No: these attitudes are highly related.Variables may be redundant (measuring the same thing under a different name)While there is some distinction, there is also a lot of overlap.,Be patient, OB researchers are working on it!,3
16、-12,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,Job Satisfaction,One of the primary job attitudes measured.Broad term involving a complex individual summation of a number of discrete job elements.How to measure?Single global rating (one question/one answer) - BestSummation sco
17、re (many questions/one average) - OKAre people satisfied in their jobs?In the U. S., yes, but the level appears to be dropping.Results vary by employee facets of the job.Pay and promotion are the most problematic elements.,See E X H I B I T 32,3-13,Copyright 2011 Pearson Education, Inc. publishing a
18、s Prentice Hall,Pay influences job satisfaction only to a point.After about $40,000 per year (in the U.S.), there is no relationship between amount of pay and job satisfaction. Money may bring happiness, but not necessarily job satisfaction.Personality can influence job satisfaction.Negative people
19、are usually not satisfied with their jobs.Those with positive core self-evaluation are more satisfied with their jobs.,Causes of Job Satisfaction,See E X H I B I T 33,3-14,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,Employee Responses to Dissatisfaction,See E X H I B I T 34,Ac
20、tive,Passive,Constructive,Destructive,3-15,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,Outcomes of Job Satisfaction,Job PerformanceSatisfied workers are more productive AND more productive workers are more satisfied! The causality may run both ways.Organizational Citizenship B
21、ehaviorsSatisfaction influences OCB through perceptions of fairness.Customer SatisfactionSatisfied frontline employees increase customer satisfaction and loyalty.AbsenteeismSatisfied employees are moderately less likely to miss work.,3-16,Copyright 2011 Pearson Education, Inc. publishing as Prentice
22、 Hall,More Outcomes of Job Satisfaction,TurnoverSatisfied employees are less likely to quit.Many moderating variables in this relationship.Economic environment and tenureOrganizational actions taken to retain high performers and to weed out lower performersWorkplace DevianceDissatisfied workers are
23、more likely to unionize, abuse substances, steal, be tardy, and withdraw. Despite the overwhelming evidence of the impact of job satisfaction on the bottom line, most managers are either unconcerned about or overestimate worker satisfaction.,!,3-17,Copyright 2011 Pearson Education, Inc. publishing a
24、s Prentice Hall,Global Implications,Is Job Satisfaction a U.S. 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 emphas
25、ize positive emotions and individual happiness more than do those in Eastern cultures.,See E X H I B I T 35,3-18,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,Summary and Managerial Implications,Managers should watch employee attitudes: They give warnings of potential problemsTh
26、ey influence behaviorManagers should try to increase job satisfaction and generate positive job attitudesReduces costs by lowering turnover, absenteeism, tardiness, theft, and increasing OCBFocus on the intrinsic parts of the job: make work challenging and interestingPay is not enough,3-19,Copyright
27、 2011 Pearson Education, Inc. publishing as Prentice Hall,如何提高员工工作满意度,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,3-20,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,3-21,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,3-22,Copyright 2011
28、 Pearson Education, Inc. publishing as Prentice Hall,3-23,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,3-24,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,3-25,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,3-26,Copyright 2011 Pearson Edu
29、cation, Inc. publishing as Prentice Hall,3-27,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,3-28,All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall,3-29,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,
