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Attitudes

Attitudes
Evaluasi pernyataan atau penilaian tentang obyek, orang, atau kegiatan. Komponen kognitif Segmen pendapat atau keyakinan dari sikap.. Affective Component
Segmen emosional atau perasaan sikap.

perilaku Komponen Sebuah niat untuk berperilaku dengan cara tertentu terhadap seseorang © 2005 Prentice Hall atau 13–1

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Setiap ketidakcocokan antara dua atau lebih sikap atau antara perilaku dan sikap
Keinginan untuk mengurangi ketidakcocokan • Pentingnya elemen yang menciptakan ketidakcocokan • Tingkat pengaruh individu atas unsur • Penghargaan yang terlibat dalam ketidakcocokan

Teori Kognitif KetidakCocokan

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© 2005 Prentice Hall

23–2

Measuring the A-B Relationship Penelitian terbaru menunjukkan
bahwa sikap (A) secara signifikan memprediksi perilaku (B) ketika variabel moderating Variabel moderator : diperhitungkan. Tentang pentingnya sikap
1. 2. 3. 4. 5.

Kekhususan dari sikap Aksesibilitas dari sikap Tekanan sosial terhadap individu Mengarahkan pengalaman dengan sikap

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33–3

Teori Pengamatan Diri Sendiri
Sikap digunakan setelah logika dari suatu tindakan yang telah terjadi.

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43–4

Types of Attitudes
Job Satisfaction A collection of positive and/or negative feelings that an individual holds toward his or her job. Job Involvement Identifying with the job, actively participating in it, and considering performance important to self-worth. Organizational Commitment Identifying with a particular organization and its goals, and wishing to maintain membership in the organization.
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Types of Attitudes
Perceived Organizational Support (POS) Degree to which employees feel the organization cares about their well-being. Employee Engagement An individual’s involvement with, satisfaction with, and enthusiasm for the organization.

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Attitude Surveys

An Application: Attitude Surveys

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

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73–7

Sample Attitude Survey

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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.

Exploring print and visual media that 3/20/13 © 2005 Prentice Hall 93–9 recount and portray diversity issues.

Job Satisfaction

Measuring Job Satisfaction

Single global rating Summation score

How Satisfied Are People in Their Jobs?

Job satisfaction declined to 50.4% in 2002 Decline attributed to:
Pressures to increase productivity and meet © 2005 Prentice Hall 103–10 tighter deadlines

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Exit

How Employees Can Express Dissatisfaction
Voice
Active and constructive attempts to improve conditions.

Behavior directed toward leaving the organization.

Loyalty
Passively waiting for conditions to improve.

Neglect
Allowing conditions to worsen.

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Responses to Job Dissatisfaction

Source: C. Rusbult and D. Lowery, 3/20/13 © the 2005 Prentice Hall “When Bureaucrats Get

E X H I B I T 3–5

123–12

The Effect of Job Satisfaction on Employee Performance

Satisfaction and Productivity

Satisfied workers aren’t necessarily more productive. Worker productivity is higher in organizations with more satisfied workers. Satisfied employees have fewer avoidable absences.
© 2005 Prentice Hall 133–13

Satisfaction and Absenteeism

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Job Satisfaction and OCB

Satisfaction and Organizational Citizenship Behavior (OCB)

Satisfied employees who feel fairly treated by and are trusting of the organization are more willing to engage in behaviors that go beyond the normal expectations of their job.

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143–14

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