lob module 3 attitude

8/11/2019 Lob Module 3 Attitude

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Attitudes&

Job Satisfaction


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Module 3

Attitudes and Job Satisfaction

Meaning of attitude, components of attitude,major job attitudes, job satisfaction, causes of jobdissatisfaction, global implications of jobsatisfaction, comparison between Western andAsian employees


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After studying this chapter,you should be able to:

1. Contrast the three components of an attitude.

2. Summarize the relationship between attitudes

and behavior.

3. Identify the role consistency plays in attitudes.

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After studying this chapter,you should be able to:

4 .State the relationship between job satisfaction

and behavior.

5 .Identify four employee responses to

dissatisfaction.

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Values


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Values

If you want to understand a persons behavior,you must understand his or her values.

Value is a standard of evaluation a person possess

about what is right and wrong. Importance of values Values generally influence

attitudes and behavior.

Value system --is a hierarchy based on a ranking

of an individuals values in terms of onesintensity.


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Types of Values

Terminal

Values

Instrumental

Values


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Types of Values - Rokeach Value Survey

Terminal Values

Terminal values are the end-state we hope to achieve in

life.

Instrumental Values

Instrumental values are means of achieving these terminal

values. These are values that can be used to get something

else. In other words the value is an instrument which allows

you to get some other things.


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Mean Value Rankings of

Executives, Union

Members, and Activists

E X H I B I T 3-2


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Dominant Work Values in Todays Workforce

E X H I B I T 3-3


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Formation of our values

Source of our Value SystemsA significant portion is genetically

determined.

Other factors include nationalculture, parents, teachers,friends,schools,religious

institutions,social groups and similarenvironmental influences.


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Values Across CulturesComparison between western and Asian Culture

Power Distance

Individualism or Collectivism

Quantity or Quality of Life

Uncertainty Avoidance

Long-Term or Short-Term


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HofstedesFramework for Assessing Cultures

Power Distance

The extent to which a society accepts thatpower in institutions and organizations isdistributed unequally.

low distance: relatively equal distributionhigh distance: extremely unequal distribution


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HofstedesFramework (contd)

Collectivism

A tight social framework inwhich people expectothers in groups of which

they are a part to lookafter them and protectthem.

Individualism

The degree to whichpeople prefer to act asindividuals rather than

a member of groups.


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Hofstedes Framework (contd)

Achievement

The extent to which societalvalues are characterized byassertiveness, materialism and

competition.

Nurturing

The extent to which societalvalues emphasize relationshipsand concern for others.


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Uncertainty AvoidanceThe extent to which a society feels threatened byuncertain and ambiguous situations and tries toavoid them.


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Long-term OrientationA national culture attributethat emphasizes the future,thrift, and persistence.

Short-term Orientation

A national culture attribute that

emphasizes the past andpresent, respect for tradition,and fulfilling social obligations.


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The GLOBE

Framework

for

Assessing

Cultures

Assertiveness

Future Orientation Gender differentiation

Uncertainty avoidance

Power distance

Individual/collectivism

In-group collectivism

Performance orientation

Humane orientation

E X H I B I T 34Source: M. Javidan and R. J. House, Cultural Acumen for the Global Manager:Lessons from Project GLOBE, Organizational Dynamics, Spring 2001, pp. 289305.


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Attitude


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ATTITUDE

Attitude is defined as a favorable orunfavorable evaluative statement andreaction to an object, person,event or

ideaEvaluative statements

Either favorable or unfavorable

Concerning objects, people or eventsThough attitudes express feelings but they

are linked to cognitions!


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Every attitude is a

combination of

Feelings beliefs and

evaluations


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What Are Attitudes?

Cognitive component

Affective component

Behavioral component


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Attitudes : 3Types or Components

Attitudes

A favorable or unfavorable

evaluative statement andreaction to an object,person,event or idea

Affective Componentis the emotion or feeling

segment of an attitude.

Cognitive componentThe opinion or belief segmentof an attitude.

Behavioral Componentis the intention to behave in acertain way toward someone orsomething.

Attitudes are judgments.

They develop on

the ABC model (affect,

behavior, and cognition)


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ATTITUDES

THREE COMPONENTS Cognitive component (opinion or belief)

Affective component (emotional feelings)

Behavioral component (intention to behave)

Example: studying negative attitudes towards group Negative beliefs (cognitive)

Prejudice, negative feelings (affective)

Discrimination, negative actions (behavioral)


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Attitude formation Direct and social learning

-

Sources of Attitudes:

Acquired from parents, teachers, and peer group

members. There are genetic predispositions.Observations, attitudes that we imitate.

Attitudes are less stable than values

Attitudes are learned,acquired and not inherited..


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Attitude formation Direct Learning

Attitudes can develop from a personally rewarding or

punishing experience with an object.Direct experience has

a powerful influence on attitude because of the availability

and for the same reason more resistant to change.

1.Classical conditioning- learning through associations

2.Operant conditioning-attitudes that are reinforced

continues.

3. Vicarious Learning-learning through the observance of

others (children pick up the prejudices of their parents)


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Attitude formation -Social Learning

Social learning can take place through the followingways:

Family- imitate parents and reinforcement.

Peer groupmoulds attitude through group

acceptance

Modelinglearning by observing others


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Predicting Behavior from Attitudes

Attitudes significantly predict future behavior andthat the attitude-behavior relationship can beenhanced by taking moderating variables intoaccount.

Three powerful moderators are

theimportance

specificity

accessibilityof the attitude

the existence of social pressures

whether a person has direct experiencewith theattitude are also strong moderators.


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Measuring the A-B Relationship

Recent research indicates that attitudes (A)

significantly predict behaviors (B) when moderating

variables are taken into account.

Moderating Variables

Importance of the attitude

Specificity of the attitude

Accessibility of the attitude

Social pressures on the individual

Direct experience with the attitude

A B


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Self perception theory

Self-Perception Theory, proposed by Daryl Bem,

suggests that people develop attitudes and opinions

by observing their own behavior and drawing

conclusions from it.

we learn about ourselves and form self-judgmentsthe same way we learn about and judge others by

observation.


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The Theory of Cognitive Dissonance

Desire to reduce dissonance

Importance of elements creating dissonance

Degree of individual influence over elements Rewards involved in dissonance

Cognitive Dissonance

Cognitive dissonance is a conflict between two values or between values and behavior.Also Any incompatibility between two or more attitudes or between behavior and

attitudes .Individuals seek to reduce this gap, or dissonance

Emotional dissonanceinconsistencies between emotions we feel and

emotions we project.


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Cognitive dissonance

The theory of cognitive dissonance suggests that

people try to minimize dissonance and thediscomfort it causes.

If the elements creating the dissonance are

relatively unimportant, the pressure to correct theimbalance will be low. Also, the degree of influence

that one has over the elements involved will affect

how he or she reacts to dissonance.

Rewards also influence the degree to which

individuals are motivated to reduce dissonance.


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An Application: Attitude Surveys

Attitude Surveys

Eliciting responses from employees throughquestionnaires about how they feel about their jobs,work groups, supervisors, and the organization.


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Job Satisfaction Survey


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Sample Attitude Survey


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Attitudes and Workforce Diversity

Training activities that can reshape employeeattitudes concerning diversity:

Participating in diversity training that provides for self-evaluation and group discussions.

Volunteer work in community and social serve centerswith individuals of diverse backgrounds.

Exploring print and visual media that recount andportray diversity issues.


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Job-Related Attitudes/ major Work Attitudes

Work attitudes affect work behaviour.

Job involvement

Extent that a person identifies with his job.

Organizational commitment

Extent that a person identifies with theorganization. This is a great predictor forturnover.

Job satisfaction

A persons attitude resulting from the appraisal ofones job.


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Types of Job Attitudes

Employee EngagementAn individuals involvement with, satisfaction with, and

enthusiasm for the organization

Perceived Organizational Support (POS)

Degree to which employees feel the organization cares

about their well-being


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Factors conductive to Job satisfaction

Job satisfaction is a set of attitudes toward work.

Job satisfaction survey Process of determining

employee attitudes about the job and work

environment.

Factors conductive to Job satisfaction

1. Mentally challenging work use their skills and

abilities, variety of tasks, freedom and feedback on

how well they are doing.

2. Personality job fit(Personality types that can

meet the demands of the job)

3. Equitable rewards: salary as per industry pay

standards,fair and just promotion decisions.

Promotion increase social status.


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Job satisfaction

4. Supportive working conditions-good physicalconditions like temperature, light and other

environmental factors should provide personal

comfort. Employees prefer to work close to home.

5. Supportive colleagues -supportive co-workers and

understanding supervisors.


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Job satisfaction

6. Social responsibility-obligation of an organizationto behave in ethical ways.

7.High Package alone does not bring higher

satisfaction level.

8.Productivity enhancement, strict deadlines,

overload of work etc contribute to low satisfaction

level.


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Job Satisfaction

Measuring Job Satisfaction

Single global rating-One-question rating

Summation score- Identifies key elements in a job,

individual is then asked to rate on a scale

The Job Descriptive Index (JDI) is a questionnaire that addresses

aspects of satisfaction with which good managers should be

concerned.

How Satisfied Are People in Their Jobs?

Job satisfaction declined to 50.4% in 2002

Decline attributed to: Pressures to increase productivity and meet tighter

deadlines

Less control over work


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What is job satisfaction and what are its

implications?

Withdrawal effects

Dissatisfied workers are absent more frequently, arenot engaged in their work (daydreaming, socializing,web surfing), and are more likely to quit.

Employee turnover results in costly corporate impact:

Loss of talent Replacement cost


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implications?

Organizational Citizenship Behaviors that represent employees willingness to go

the extra mile in their work.

Advancing organizational interests, positive attitudes

and public comments. Helping behaviors that are unsolicited (volunteering,

mentoring).


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implications?

Relationship between satisfaction andperformance three theories:

Satisfaction causes performance.

Performance causes satisfaction.

Rewards cause satisfaction and performance.


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The Effect of Job Satisfaction on Employee

Performance

Satisfaction and Productivity

Satisfied workers arent necessarily more productive.

Worker productivity is higher in organizations withmore satisfied workers.

Satisfaction and Absenteeism

Satisfied employees have fewer avoidable absences.

Satisfaction and Turnover

Satisfied employees are less likely to quit. Organizations take actions to retain high performers

and to weed out lower performers.


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How Employees Can Express Dissatisfaction

Exit

Behavior directed towardleaving the organization.

Voice

Active and constructiveattempts to improveconditions.

Neglect

Allowing conditions to

worsen.

Loyalty

Passively waiting for

conditions to improve.


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Responses to Job Dissatisfaction

E X H I B I T 35Source: C. Rusbult and D. Lowery, When Bureaucrats Get the Blues, Journalof Applied Social Psychology. 15, no. 1, 1985:83. Reprinted with permission.


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Responses to Job Dissatisfaction

Employee dissatisfaction can be expressed in four types of responses

which differ from one another along two dimensions:constructive/destructive and active/passive.

1. Exit -- Behavior directed toward leaving the organization, such as

looking for a new position or resigning.

2. Voice- Actively and constructively attempting to improve conditions,

such as suggesting improvements, discussing problems with

superiors, and some forms of union activity.

3. Loyalty--- Passively but optimistically waiting for conditions to

improve such as speaking up for the organization in the face of

external criticism and trusting the organization and its management

to do the right thing.

4. Neglect---- Passively allowing conditions to worsen, such as chronic

lateness or absenteeism, reduced effort, and increased error rate.


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Job Satisfaction and OCB

Satisfaction and Organizational Citizenship

Behavior (OCB)

Satisfied employees who feel fairly treated by and aretrusting of the organization are more willing to engagein behaviors that go beyond the normal expectations of

their job.


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Job Satisfaction and Customer Satisfaction

Satisfied employees increase customer

satisfaction because:

They are more friendly, upbeat, and responsive.

They are less likely to turnover which helps build long-term customer relationships.

They are experienced.

Dissatisfied customers increase employee jobdissatisfaction.


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In general, when we think of attitudes andorganizations, we think of:

1. Job Satisfaction

2. Happiness

3. Job Involvement

4. Mood at work

5. Organizational Commitment

6. 1 and 27. 1, 3, and 5

Chapter Check-up: Attitudes


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Ernesto is known as the Donut Hut Kingevery day he brings

donuts and coffee to the office for everyone. He says it helps

everyone think more clearly! Ernesto is demonstrating:

1. Job satisfaction

2. Organizational citizenship

behavior

3. Productivity

4. Job involvement

5. Conscientiousness

Chapter Check-up: Attitudes

Write down three things someone could do at work

that would constitute an OCB. Compare your list with

a neighbors.

Case study


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Case studySuppose you work in an advertising agency as a client

service manager. You are young, energetic, willing to

learn and have a success story of 2 years workingwith the agency. You are handling major clients andenjoy good reputation within and outside theorganization. One of your clients has even offeredyou a job. But you have declined and are really happy

and satisfied. You report directly to the CEO. One dayyou found out that the agency hired a newexperienced marketing head. now you will bereporting to him. This has caused you a substantialmental and emotional set back.

Questions:What would be your immediate reaction to this

situation?

Keeping the dissatisfaction model in view, what would

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