`4 Types Of Job Attitudes Which One Are You?

? ` Did you know there are different types of job attitudes? Find out which one you are! 1. The way a person thinks and behaves 2. A position of the body 3. Informal a hostile manner 4. The orientation of an aircraft or spacecraft in relation to some plane or direction [Latin aptus apt] FACT: Attitude = Effectiveness And Success On-The-Job : = . 4 . : Job Lover A person can LOVE their job and may, read trade journals, spend hours over working lunches/breaks, have friends that are in the same industry, and also find time to seek out ways to even further improve work or business: By all appearances the MODEL worker right? WRONG. This employee, business owner, or consultant may miss opportunities by erroneously thinking that all their hard work, without a doubt will benefit them. Throwing oneself into work so fully and energetically can create blinders not only to unexpected pitfalls in the business arena, but may also keep one from fully experiencing personal opportunities. In short, all work and no play makes Jane a dull girl! , , / - , / : - ? . , , , . , . . Job Doer Perhaps this Jack or Jane takes a more pragmatic approach: The job as a means to an end. Working like a dog might mean more enjoyable periods of time off, the ability to pay the bills, travel, take vacations, and/or enjoy hobbies. Sometimes it is just the little things pride in a job well done, being responsible, just being a contributing member of society in general! Still, there

is room for growth and self-examination. A job, business, or current opportunity (while it lasts!) can provide one with the basics, maybe more. Sure life is good, but, in the current climate, one must be prepared for the unexpected. . , ,, , . - Job Hater Again it does not matter the title owner, worker, consultant, whatever. Folks in this category may bark out orders whenever possible, complain constantly, frown consistently, and criticize coworkers, boss, company in general. One wonders not how they are able to bring themselves to get out of bed in the morning, but why they are allowed to! Typically, a person with this type of attitude has too much time and energy wrapped up in expressing these negative feelings that seem to build and explode in a never-ending torrent to consider opportunities. Blindfolded, often opportunities and anything else that could be construed as positive are missed. Job What? Most readers will admit to knowing at least one of this type, who can be summed up by their perpetual query, Why am I here? They often call in sick whenever possible (especially when not), spend more time on personal business than work, miss meetings, deadlines, and are frequently late/miss work. This guy or gal is seldom a boss, but sometimes people get lucky and own businesses run effectively by the sweat of others! Regardless, one is left to wonder who benefits from this person showing up on the job. Potential is buried by lack of caring and activity. Talk about hiding ones light under a bushel! Opportunities are not only not recognized by this type, but are literally pushed aside Think about your attitude about work now. How is it affecting you and your opportunities are you prepared to make a change if you need to? Who are you as an owner, employee, boss, or consultant? How do you present to others? Creating an up to date curriculum vitae or resume help you develop a clear statement of who you are and what you have to offer to customers, employees, employers or bosses. In short, it can help you develop your own personal brand that can make you stand head and shoulders above others in your field. Read more at: http://www.careerealism.com/job-attitudes-types/#chitika_close_button

Attitude is a job skill Train for it! by Gregory Lay Potential worker with Bad Attitude seeks foolish or tolerant employer for gainful employment.

Youve never read that on a resume, yet every organization manages to hire a few employees with a Bad Attitude. Managers are advised to Hire for attitude; train for skill. Its a good theory, yet a bitter chorus of whining, griping, moaning, and groaning attests that somethings gone awry: We expected a positive attitude because the new hire promised they had one. Their skills were so impressive, we figured how bad could their attitude be? The honeymoon ended and old negativity re-emerged. The boss models a Bad Attitude and everybody else follows. One persons constructive criticism is another persons Bad Attitude. Health problems, personal problems, and unexpected circumstances worsen attitudes. Even if knowing the source of the attitude improves understanding, it doesnt solve the problem. A Bad Attitude about the job can cause more damage than not knowing how to do the job. Discipline doesnt improve attitude Attitude building is a training challenge, not a disciplinary function. Strategy for an employee with poor behavior skills is only a slight variation on the strategy for poor job skills: a training program with defined skill objectives and even more positive reinforcement. When a job skill is practiced until the employee is deemed competent, we call that a successful training. Good Attitude is also a job skill to be consciously practiced until competence is achieved. A parents goal is to teach their child to become competent in manners, respect, and taking out the garbage. The workplace manager is a substitute parent of a grown-up child with the same lessons to teach, using adult learning techniques. To teach a skill, we show examples of the desired result. We set a standard and describe rewards when the job is done right and consequences when the standard isnt met. In training for attitude, we often overlook the standard-setting conversation with the mistaken assumption that our standards are known and accepted by all. For a person operating in negativity, however, the apparent standards really arent seen the same. And they cant start learning something they dont even see. Defective attitude isnt a defective person Some skill trainers argue that attitude isnt even an appropriate target for training, and complain when managers send employees with a broken attitude to be fixed. To repair a gap in a technical skill, we train. But instead of going to work on a gap in attitude, some would rather cast it as a character defect. Complaining about an employees Bad Attitude is responding to the problem with exactly the attitude were complaining about!

A Positive Attitude thrives on trust, opportunity, commitment, and team involvement. Those same ingredients encourage and nurture a negative person. But if we wont see past their negativity to offer help, we never get the reward of an improved attitude. Can you trust a negative person? The key to successfully establishing trust is consistent positive reinforcement. If the first few trusting efforts arent immediately rewarded by a satisfying change in behavior, it doesnt justify a surrender to mistrust. By choosing to continue to value every employee, we demonstrate the power of positivity. Failing to extend an opportunity to a person with a Bad Attitude just reinforces their negativity. We know how much it costs to replace an employee, so we commit to job skill training; the same commitment will pay dividends with attitude building. A Bad Attitude alone doesnt cause the damage its the response of others that turns a Bad Attitude into a permanent deficit. One good attitude finds another Smart trainers anchor skills by having the employee teach it while theyre still learning it, knowing thats the most effective learning tool. When an employee consciously sets an example in one Positive Attitude, that attitude spreads not just to other people, but to their other behaviors. A trainers role is to elevate each employee to competence. If hiring for attitude is a good idea, then training for attitude is a great one! For people who didnt learn their behavior patterns from a positive example, operating with a Good Attitude is no more automatic than operating a new piece of equipment. Its a skill that can be learned. Dealing with a Bad Attitude is no fun, while learning is fun. Learning leaders take pride in creativity, and training for attitude is an exercise in creativity. It is creative to create a space where a negative person may explore the rewards of showing their positive side. Create a strategic training plan for every employee that includes building and supporting their Positive Attitude!Practice These Positive Attitude Skill-Builders Exercises to teach, mentor, reinforce, and apply in building proficiency at showing a Positive Attitude: 1. 2. 3. 4. 5. 6. 7. 8. 9. Say a cheerful Good Morning to everybody. Tell colleagues when you appreciate their help. Ask a colleague what they need and help them get it. Smile while listening and talking. Speak well of your employer. Take a proposed solution to the boss with every problem. Tell the boss about something good that a colleague has done. Choose not to gossip or listen to gossip. Accept assignments with a smile, saying, Ill be happy to!

10. Make somebody feel better daily. 11. Volunteer for a job that needs doing. 12. Offer sincere congratulations when others have a success. What else do you observe that demonstrates a Good Attitude? Make a note of it, and then make a skill of it remembering that the one who teaches it, learns it best! http://heartilyworking.com/helpful-articles/attitude-is-a-job-skill-train-for-it/

Attitude to work I wish to preach, not the doctrine of ignoble ease, but the doctrine of the strenuous life. Theodore Roosevelt Two different attitudes to work are shown in response to the question - Do you 'work to live' or 'live to work'? The former shows work as a means to an end - enjoying life outside the work environment; the latter shows the dedicated individual whose life is their work. Within a department these two positions, taken to extremes, can cause conflict and prove incompatible. Motivation: An organization depends on well-motivated people. How work is rewarded is a factor in promoting the right attitude. Are rewards purely for results or are they for effort as well? People doing a good job in difficult conditions are often passed over for those who strike lucky with little effort. Similarly, bright students should not get all the prizes. Maslow's hierarchy: The right attitude towards work, requires the following hierarchy of needs to be fulfilled (most basic first). Physiological - food, shelter and clothing - satisfied by a wage and by the physical working environment. Security - protection from danger and bullying, job security, provision for illness, good terms and conditions. Belonging - the need for relationships and a feeling of belonging and being part of a group.

Esteem - the desire to enjoy self-respect and the respect of colleagues and managers and to have efforts recognized. Self-development - the need to develop new skills, progress in a career, assume responsibility and develop personally. Encouraging environment Fair and equal treatment Clear objectives Rewarding good work Cohesive group Approachable management Managers supporting staff Discouraging environment People treated differently None, or conflicting objectives Good work going unnoticed Group at odds with each other Management wont listen Managers 'owning' staff >>> http://www.howarddowding.com/attitude.htm Improving job attitude This week a young supervisor complained that she no longer experienced job satisfaction because her boss was very inefficient, which meant that she has to do all the work in order to make the boss look good. Added to that, the boss does not give her credit for her dedication, as a result she felt like resigning and was actively looking for a job. Another individual complained of something similar but added that her boss lacked planning skills and is reluctant to communicate important activities until the deadline is near. After which, she fully expects everyone to work late (puffing and panting) in order to get things done correctly.

She felt that if the boss would include others in the decision making and planning of these projects then they would have more time to organise the activities with less pressure. This situation is quite common in organisations and impacts on what researchers call the relationship between job attitudes and performance (Riketta, 2008). The article this week is about these two variables. Let me provide a description of job attitude as suggested by some researchers, it is the evaluation of personal importance of job related targets. In other words our assessment of our job determines our attitude towards it. It is not surprising then that our job attitude refers to our level of job satisfaction. This may seem very simple prima facie but job satisfaction underpins several other variables that can have a profound effect on an employees performance. One good example of this can be found in the level of organisational commitment the employee shows to the organisation. You see when JS is being eroded, it takes with it other feelings about ones job and like the employee in the opening vignette employees will no longer feel committed to the organisation (Riketta, 2008). Managers must realise that the erosion of JS can be a double edged sword which speaks to the cognitive and the affective components of an individuals overall job attitude. Moreover, actively looking for work is not the only component (cognitive) that will be affected but also the relative strength of the individuals identification with and involvement in a particular organisation which constitutes the affective components (Riketta, 2008). So to put it more simply if an employee is experiencing negative JS they will not want to be associated with the organisation neither will they willingly become involved in any of its activities. This brings us to the other variable of job performance. You see organisational psychology specialists have looked at JP from a dyadic perspective. This includes in-role performance (also referred to as the assigned duties) and extra-role performance (also referred to as organisational citizenship behaviour) (Riketta, 2008). In other words JP does not only comprise of the duties that are outlined on the employees job description, it speaks to other activities that extend outside of the normal realm of work. For instance, management expects employees to be conscientious and perform activities like turn off lights when not in use, reduce wastage of supplies and not misuse the equipment. Furthermore, they expect that they would lend a helping hand to other employees. Take for instance, if an employee falls ill on the job, management would expect that fellow colleagues would either call for help from health care providers or take the person to the emergency room. JP can also extend to explaining the culture of the organisation to new employees. Telling a new employee stories about artefacts and expectations will go a long way towards helping them to adjust to the new organisation and would ensure JS. This behaviour would

encourage job dedication and commitment since it could enhance not only the social context of performance but also the political context as well (Dierdorff, Rubin and Bachrach, 2012). There are some managers who do not understand the importance of attitudes to performance and so they continue to focus only on the duties as outlined in the job description although there are several symptoms of a deeper problem. You see research by management specialists have found that job attitude does affect performance in more ways than one and this could be the reason why so many people are receiving very good performance evaluations but yet the organisation is showing signs of septic behaviour where employees are very unhappy with the job. Let us consider the problem mentioned in the opening vignette, it appears as if the employee is unhappy with the style of management which from all accounts appears to be disorganised. You see the perception of the role played by management is very important, since the way employees view a manager can have a negative impact on their behaviour towards their work performance and the organisation as a whole. Some managers make the mistake of focusing on punishment as a method of forcing employees to conform while they set bad examples with shoddy standards and performances. However, this is not effective because if employees believe that management is not performing its role with very high standards and its behaviour is less than equitable, they quickly lose respect and citizenship behaviour will disappear along with job commitment. In other words, employees will not perform roles that fall outside the normal work function (what is on their job description). Generally, this behaviour is a function of their overall work performance. In closing, given the complaints in the opening vignette, management must be more self-aware which means that they must realise that their actions are being observed by employees who focus on them to emulate their behaviour. It would be advisable if managers would inculcate the old adage of to whom much is given much is expected into their behaviour and try at all costs to perform their job with a high level of transparency and efficiency and not neglect their responsibilities. Until next time * Daren Greaves is a Management & Organisational Psychology Consultant at Dwensa Incorporated. e-mail: darengreaves@gmail.com, Phone: (246) 436-4215 http://www.barbadostoday.bb/2013/01/28/improving-job-attitude/

Your Negative Attitude Can Hurt Your Career In any situation -- a bar, the subway, a movie theater -- you don't want to be that guy (or gal). There is no strict definition of what it means to be that person, but usually it refers to the person who stands out for all the wrong reasons. In a bar, it's the guy who won't stop hitting on you.

In the subway, it's the woman who eats a cheeseburger and fries, filling the entire car with an onion aroma. At the movies, it's the patron who leaves her cell phone ringer on. Wherever you are, you don't want to be that person. Especially at work. Of course, at work you'll find plenty of bad traits. The gossip, the chronically tardy person, the kiss-up and everyone else you try to avoid. Perhaps the one type you want to avoid (hanging around and being) more than any other is the negative person. The negative person hates everything. Every task is too lowly; every meeting lasts too long; every co-worker is too dumb. Nary a word passes through his or her lips that's not dripping with sarcasm. If you realize that you are this furrow-browed employee, the chorus of sighs and complaints, accented with eye rolls, will earn you the worst reputation of everyone. And whether or not you're aware, your boss will notice, too. First impressions count One reason interviews cause job seekers so much anxiety is the need to make a favorable first impression. Although qualifications make up the bulk of the hiring decision, employers are also looking at the kind of attitude you display to determine whether or not you'd be an asset to the organization. Lauren Milligan, host of the business radio show "Livin' the Dream," advises job seekers to temper any negativity they have involving their previous jobs. "During an interview, a common question posed to the candidate is, 'What problems did you encounter in your previous job?' A negative employee will use this time to talk about their boss, co-workers, job functions -- anything that didn't sit quite well with [him or her]," Milligan says. "Don't do that! A positive employee will see this question as a chance to talk about a difficult situation and how they turned it into a good experience." The clichd business advice of bringing your boss solutions, not problems, is actually true. "Negative employees think of how problems affect them while positive employees think of how they can solve a challenge," Milligan says. Everyday behavior Of course, maintaining an upbeat attitude for 30 minutes or an hour during an interview is far easier than fighting off grumpiness every day. You'll probably have to vent once in awhile because some days will be bigger pains than others, and few people would hold that against you. Habitual negativity is a problem because it can quickly become your trademark and overshadow any accomplishments. And in a tough job market, when workers are feeling stressed and employers consider trimming head count, you don't want to be remembered for being the local sourpuss.

"In this recession, people are having to do more with less -- that's just a fact," Milligan says. "If you're the employee that complains about clients or the workload or the commute or the manager -- and you seek out opportunities to talk about your misery -- this will definitely pose a problem with your employer and co-workers." Just as damaging can be your tendency to arrive late and leave early. Helen T. Cooke is the marketing director of Cooke Consulting Group, where she coaches and teaches clients about team development. She agrees that behavior affects others' perceptions of us. "The nonverbals will always prevail if we're trying to mask negativity. For example, the employee makes a comment that sounds OK but the facial expressions and/or body language make it clear that she or he isn't on board," Cooke explains. "If you are not feeling enthusiastic in general, consider what is within your control, primarily, and secondarily what is within your ability to influence. Make positive changes in those two arenas." In your quest to compensate for a lack of enthusiasm, you don't need to become the resident cheerleader, either. Your boss will probably sense insincerity if she tells you to report at 7 a.m. tomorrow for a meeting and you react with a cheer of approval. Learn to say, "Sure," without emitting a long sigh as you walk away. Remember, people do talk Not everything you do should be dictated by other people's opinions, but when you work in a group environment, you can't ignore their influence on your career either. If every smile you flash to the boss morphs into a disgruntled rant to a co-worker, word of your attitude will get around. Some bosses might dismiss it as gossip, but others will take it to heart. According to Cooke, a manager who senses that negativity is permeating the workplace will likely address the issue, which could hurt the naysayer's salary increase, bonus or chances for promotion. "Management realizes that they can maximize their productivity and therefore their bottom line by cultivating a healthy, robust organizational culture," Cooke says. "Negativity can poison the air in the workplace and create a downward spiral for the workers. This is exactly what is not needed during already challenging times with the current state of the marketplace and the economy." Milligan agrees with Cooke, and points out that most bosses hearing about a negative attitude will distinguish between petty gossip and a sincere concern about morale. "No one likes a tattletale, whether it's in grade school or the workplace," Milligan explains. "However, if an employee's attitude is causing enough of a problem to where it needs to be addressed, than it becomes the manager's job to properly deal with it. Sometimes managers aren't in a position to witness negativity coming from their staff, which is why the motives of the 'messenger' must be taken into consideration. A good manager who is cued in to the team will certainly not want one person's attitude affecting everyone else."

Remember that not every aspect of a job will be fun and exciting. And sometimes you will want to roll your eyes when the boss isn't looking, but make it an exception, not a habit. After all, you don't want to be that person. Anthony Balderrama is a writer and blogger for CareerBuilder.com. He researches and writes about job search strategy, career management, hiring trends and workplace issues. http://www.careerbuilder.com/Article/CB-1167-The-Workplace-Your-Negative-Attitude-Can-HurtYour-Career/ Chapter 04: Job Attitudes 1) Job Satisfaction has been a major interest of behavioral scientists for many years.

Locke (1976) estimated that over 3,000 studies has been published on job satisfaction by 1972; no indication that the trend has changed in the last 20 years (Edona e ka bo 40 years en slides e ne liber thot 20 years).

Why has job satisfaction generated so much interest? The assumption is that if workers are satisfied with their jobs, they will perform better, have fewer absences, be less likely to quit, and generally feel better about themselves ( gje qe nuk osht always guaranteed). Me I pyt njerezit ne lidhje me their job attitudes I bjen qe po I pyt per highly personal and individualistic information pasiqe keto informata perveq qe informojne ne lidhje me job attitude te nje personi,gjithashtu edhe e reflktojne personalitetin e nje njeriu. I/O Psychologist marrin informata prej individeve ne lidhje me their job attitudes .Kjo lloj menyre pi bjen qe osht MICRO ORIENTATION. Job Attitudes are also of high importance since job attitudes affect personal and organizational functioning, which further can affect job attitudes. Eshte e vertete sepse nese ne kemi job satisfaction thus good job attitudes ne performojme shume ma mire personally, respektivisht edhe I kontibojme me shume ne punen tone. 2) HISTORY OF JOB ATTITUDES

-Frederic Taylor (well known for his time-motion studies) attempted to streamline jobs by identifying unnecessary or ineffective job behaviors by observing people as they actually performed work. Taylors scientific management, four basic premises: 1. Finding the one best way to perform the job (simplifying the job so that it could be more easily and quickly accomplished) 2. Systematic personnel selection and placement to match best worker to the job

3. Strict division of labor between management & workers (managers: plan, workers: accomplish the job)

4.

Monetary incentives to attract and motivate workers to perform optimally

Taylor assumed that if workers are provided with a decent job and wages linked to productivity, they would strive for peak performance ( sidoqofte researchers te hawthorne studies mendojne qe qito assumtions jon inaccurate pasiqe increased productivity cannot be achieved merely by linking workers pockets with money). -***Hawthorne Studies -Experiments conducted at Chicago Hawthrone works of the Western Electric Company (1930s) remain the most influential organizational research of all time. The intent was to invite a handful of employees to participate in various working condition tests to determine which conditions were most conducive to increased production .The results of these studies made behavioral scientists aware for the first time that worker behavior could be influenced by factors other than monetary incentives and the physical work environment. Hawthorne studies encompassed several studies and spanned more than a decade; however, here are discussed only the ILLUMINATION studies (1924), the RELAY ASSAMBLY TEST ROOM studies, and the BANK WIRING ROOM studies.( Posht po ju pershkruj ne detale qito tri studies edhe pse nuk e di san a duhen) A. Illumination studies-earliest studies. Studies began with a question about the relationship between worker productivity and the level of illumination in the work environment ( a po ju kujtohet shembulli qe I kan ndale dritat ne nje fabrike edhe I kan testu puntetoret sa po jon effective ne disa nivele te dritave? Ne kete example edhe pse work conditions jon ul (tu ju ndal driten) productivity asniher nuk osht ul). B. Relay Assembly Test Room studies (a.k.a the rest pause experiments)-the goal was to isolate and investigate the work behavior of small group of workers. The researchers chose to study the assembly of telephone relays. All operators were women and each operator could assemble about 500 relays each day. The formal purpose of this study was to explore the effects of work pauses on employee fatigue and productivity.In all cases productivity increased over baseline (researchers I kan testu punetoret me disa pauses,dmth kan provu me 10 min pushim ne mengjes dhe ne dreke ,15 min pushim ne mengjes dhe 10 ne dreke, ose 6 here nga 5 min pushim).In the nest phase studies were done investigating how worker productivity was influenced by shortening the work day; again productivity increased. C. Bank Wiring Room studies-because the issue that physical environment affects worker productivity failed, researchers were convinced that social processes have a tremendous influence on work output, and ,thus, they decided to study social influences in work groups ( qitu le te ju kujtohet shembulli me kompjutera qe na pat tregu Edona,nese grupi prej 14 vetave e ka pas per detyre me I prodhu 10 kompjutera ne ni dite te caktume,ata I kan prodhu vetem 10 edhepse per qata qe kan punu ma shume kan pas ma shume incentives,dmth grupi cdo dite ja ka caktu vetes ni output quota edhe ju kan permbajt qasaj). In the end the results were: 1. By singling out a small group of employees to participate in an exclusive trial, participants felt valued, special and important

2. The special attention they received gratified their ego and created a positive emotional bond with what they were trialing Overall conclusion was that employee attitudes and morale, and the influence of the informal work group were major determinants of worker productivity. Hoppock study-in contrast to Hawthorne studies, Hoppock research was entirely empirical, meaning data-based. Robert Hoppock developed newly scaling techniques to the study job satisfaction.He devised questions that people answered by referring to a scale ranging from 100 (extreme dissatisfaction) to 700 (extreme satisfaction).The result came up with 88% being satisfied with their job ( Edona e ka bo 85%).The most satisfied workers were in the professional, managerial & executive occupations. Hoppocks research is significant for two reasons: 1. He developed one of the contemporary job attitude surveys & a template for data collection method 2. Hoppocks results have been replicated repeatedly over the years (55 years), showing more or less the same consistency. In the very end, both the Hawthorne and Hoppock studies influenced the way I/O psychologists currently perceive job satisfaction: As a relatively enduring attitude shaped largely by social & interpersonal processes in the work environment. 3) THEORIES OF JOB SATISFACTION

A. Two-Factor Theory-it is a descriptive theory that attempts to explain how job satisfaction is affected by the presence of extrinsic job factors such as salary and working conditions, and intrinsic factors such as responsibility and achievement. Harzberg et al. maintained that satisfaction and dissatisfaction are actually different concepts. They conducted an empirical study over 200 engineers and accountants about their jobs. Data collected indicated that good feelings were associated with such job related factors as achievement, responsibility, advancement, recognition. Bad feelings were associated with environmental conditions, supervision, salary, job security, interpersonal relationships at work, rules& practices etc. From this data, Herzberg proposed the Motivator-hygiene Theory, or the Two-factor Theory. This theory assumes everyone has two types of needs: Hygiene and Motivator needs. Hygiene needs not fulfilled => worker is dissatisfied. Fulfillment of such needs DOES NOT produce satisfaction, but rather a state of neutrality.E.g. Garbage not collected in the office (unhappy, bother you maybe, but not make you dissatisfied) Motivator needs not fulfilled => worker is not satisfied Motivator needs fulfilled => worker is satisfied.

Herzbergs view was that satisfaction & dissatisfaction are separate states. E.g., when workers obtain a sense of achievement and responsibility at work, they feel satisfied. However, when they do not obtain such a sense; they do not feel satisfied (which is different from feeling dissatisfied). According to Herzberg, one can feel satisfaction and dissatisfaction simultaneously because they are qualitatively different states! Herzberg was heavily criticized for the data collection he had made: a. Critical incidents procedure: where one is told to recall especially good and bad jobrelated incidents b. Because people want to present themselves in favorable light, they attribute the good incidents to themselves and their efforts (achievement, recognition, etc.) vs. attribute the bad incidents to other factors in the work environment (supervision, working conditions, etc.) As a result, motivators might have been more associated with satisfaction and hygiene factors more with dissatisfaction. Nonetheless, its lasting value: Focused attention on the motivators, such as achievement and responsibility, on worker attitudes.

B. Comparison Theories of job satisfaction draw upon the concepts of needs and values. According to these theories, we examine what we obtain from our jobs and then determine if that matches what we need or value. Comparison theories are process-oriented theories that ask workers to consider how much of some characteristics they have in their present job and how much of this characteristics they would like to have in their present job. Lawler (1973) incorporated the concept of attained vs. desired needs in his model of facet satisfaction (Facet = satisfaction with different (facet) components of the job are considered in these evaluations). The model draws concepts from Equity Theory; workers ultimately determine their job satisfaction by comparing their relevant inputs and outputs to referent (comparison) other/s. E.g., In determining her job satisfaction, Ana considers her MBA degree + 10 years of experience. Her comparison has a BA and 7 years of experience. They both hold managerial positions, but the comparison other has fewer responsibilities and a slightly higher salary. Thus, after weighting these factors, Ana feels dissatisfied with her pay. Need comparison theory assumes that people make rational and logical comparisons among what they have, what relevant others have, and what they need. However, psychologists have proven that people are not rational decision-makers. C. Opponent Process Theory- Landy (1978) proposed a unique theory of job satisfaction. Unlike the cognitive processes emphasized in comparison theories, Landy hypothesized that job attitudes stem from ones physiological state. Opponent process theory assumes that when you experience an extreme emotional state, central nervous system mechanisms attempt to bring

you back to a state of emotional equilibrium or neutrality. In returning to neutrality, the emotional state may even surpass equilibrium and progress to the opposite emotional state. E.g., After obtaining a salary increase, you probably feel happy, even elated. This emotional state decreases over time to a neutral state, or perhaps to a slightly depressed or unhappy state. According to the theory, the magnitude of the opponent process changes over time, increasing each time it is activated. Consequently, upon receiving future salary increases, your eventual opponent process reaction will be considerably more negative than prior reactions. 4) HIGH PERFORMANCE CYCLE

Locke and Latham (1990) proposed a integrated model of work motivation and satisfaction that they called High Performance Cycle. It utilizes the motivational framework of Goal-Setting Theory. This model predicts that high goals and high success expectations lead to high performance. High performance, in turn, produces rewards, satisfaction, and commitment to future goals. 5) THE MEASUREMENT OF JOB SATISFACTION

Early job satisfaction researchers developed their own satisfaction questionnaires. This fact created problems in comparisons since for E.g., one measures satisfaction with supervisor & co-workers, while another one measured it with the work itself. Nowadays job satisfaction is measured as an overall attitude (belief, feeling or action tendency toward an object, in this case the job) toward the job, with the use of a self-report format (requires respondents to report their attitudes toward their jobs). Three of the most widely used standardized job satisfaction scales are: a) Faces Scale-is the oldest single-item scale by Kunin (1955). It requires respondents to indicate their job satisfaction by checking the human face most closely to their feelings about ones job. Both female and male versions exist. It is acceptable as a global measure of job satisfaction. b) Minnesota Satisfaction Questionnaire (MSQ)- Weiss et. al (1967) devised a 100-item job satisfaction scale, divided in 5 dimensions (each has a 20 facet scales): Satisfaction with advancement Satisfaction with compensation Satisfaction with coworkers Satisfaction with responsibility Satisfaction with working conditions. It is an instrument with superior measurement properties (good reliability & validity).

c) Job Descriptive Index (JDI)-it is developed specifically to measure satisfaction with different job components of facets. Smith et. al (1969) created JDI by systematically developing and testing over 100 potential items Respondents are required to check off the adjectives or phrases that describe their job It is based on 5 facet satisfaction scales: Work itself Pay Promotion opportunities Supervision Co-workers

The facets are not summoned into an overall job satisfaction score; rather, different scores for each facet .The most widely used measure of job satisfaction today! 6) CORRELATES OF JOB SATISFACTION

Job satisfaction varies as a function of personal characteristics (age, sex, race, perhaps even personality). E.g., the media often reports that women, black & older people are more or less satisfied than the typical young, white, male worker. GENDER: Two reviews of research on gender-related differences in global job satisfaction (Brush et. al., 1987; Smith et. al., 1991) No difference was found between the job satisfaction of men and women. The calculated correlation in both reviews was near 0.So far, researchers agree that any possible changes in sex differences are surrogates for differences in pays, education, tenure, and job level. RACE: Most research has focused on race differences in job satisfaction. Consistently, the data reveal that black workers are not as satisfied as white workers. Moch (1980) disentangled the relationship between race and job satisfaction in white, black and Hispanic samples by examining two potential reasons for racial differences in satisfaction: Cultural factors: Cultural differences in values and expectations (E.g., African American may value interpersonal relations at work more than white, because they have a cultural norm for affiliation) and Structural factors: Organizational factors that contribute to this differences (E.g., African American may not have ready access to mentoring relationships with (white) senior managers). AGE: Research shows that global job satisfaction does increase with age for all demographic groups including women and minorities. PERSONALITY: Findings that people with high internal Locus of Control (the belief that they are responsible for their own successes and failures), high self-esteem and a sense of

accomplishment report higher job satisfaction. Personality correlate that has generated most interest is negative affectivity or the disposition of experiencing aversive emotional states, such as distress, agitation, pessimism and dissatisfaction. People high in negative affectivity expressed lower job satisfaction. IS JOB SATISFACTION A STABLE TRAIT?- This perspective assumes that, because of their personality, some people are more satisfied with their life (including their work) than other people. Arvey et. al (1989) an unusual study on job satisfaction assuming that people are genetically predisposed to seek out certain jobs and respond to them in particular ways. Results showed a 30% variation in job satisfaction due to genetic factors 7) JOB RELATED BEHAVIORS

If an employee is satisfied with his/her job s/he will perform well, rarely be absent, and will not seek alternate employment. Performance-Research has consistently showed that job satisfaction does not cause job performance. However, later on Locke and his colleagues have even suggested an opposite link: High performance causes high satisfaction. Contemporary research argues that the link is moderated by other variables: Relationship between satisfaction and performance varies depending on certain conditions, such as: different types of workers, research settings and organizations. The only variable that has shown promise as a moderator between job satisfaction and performance is the Administration of Rewards. If high performing workers receive higher rewards, such as praise, promotion, or money, than poor performing workers, then the correlation between these two components should be positive. Withdrawal behavior is defined as any type of behavior that removes the worker from the work setting, regardless of the circumstance provoking the behavior. For example, workers may be absent because they desire a day of leisure or because they are too ill to work. Withdrawal behaviors are extremely costly to the organization. Steers and Rhodes (1978) -proposed a model of attendance which has not a strong empirical support: Work attendance depends on both, satisfaction with the job (as determined by various characteristics) and motivation to attend. Various factors, such as, personal values and ability to attend moderate these relations. E.g., A worker who has a high stressful job, with little variety and autonomy may be dissatisfied with her job, which may reduce her motivation to attend. She may also have weak work ethic, many family obligations, etc. and thus, has a high probability of being absent from work. Research has not supported the model: this measure is not a strong link between job satisfaction and absenteeism. Moreover, nonattitudinal variables, such as, workers previous history of absenteeism are better predictors. Turnover-Mobley et. al (1978) developed a model of the turnover process that attempts to explain the indirect and complex link between satisfaction and turnover. E.g., An employee who is dissatisfied with his/her job, will think of quitting and will search for another job. If the search is favorable, the employee will develop an intention to quit (a type of

turnover). However, if the search reveals unfavorable alternatives, the employee will probably develop instead an intention to stay, which directly predicts staying. Research has supported the model: Job satisfaction was more highly related to thinking of quitting and intention to search than to actual turnover. However, intention to quit or stay was significantly related to actual turnover. Turnover sometimes can be quite functional; that is, these employees that leave are usually marginal or unsatisfied. Organization presumably benefits because these positions can be filled with more successful employees. Because of personal risks involved (i.e., not finding another job and meeting financial needs), turnover, more than absenteeism, is related to external market conditions. Thus, turnover is higher in good economic times, than in poorer economic times. 8) OTHER JOB ATTITUDES: JOB INVOLMENT

Job Involment is defined as the extent to which a person psychologically identifies with his/her job. Jobs occupy a central role in job-involved peoples lives. Any change in ones employment conditions or status can seriously affect ones psychological well-being and self-esteem. An employee who works overtime to finish a project, or one who takes pride in work accomplishments, are highly job-involved people. Job involvement is a relatively stable personal characteristic based in personal value orientations. Thus, it is less evoked by environmental factors, and conceptually distinct from job satisfaction. Lodahl & Kejner (1965) developed a 20item scale of job involvement measurement; it is most widely used measure. Value-orientation items may be more or less important than situational items in defining job involvement. Correlates of job involvement, show pretty much the same magnitude as job satisfaction: Older workers report higher levels of job involvement No sex differences Highly involved workers are less apt to be absent from work or quit their jobs 9) ORGANIZATIONAL COMMITMENT:

Is defined as a workers identification with and involvement in a particular organization Embodies 3 concepts: 1. 2. 3. Readiness to exert effort on behalf of the organization Acceptance of organizational goals and values Desire to remain with the organization

It is thought to be more global and enduring than job satisfaction. Organizational commitment refers to employee attitudes about the whole organization and therefore is probably less influenced by daily events (e.g., disagreement with the supervisor). Like the highly involved worker, the highly committed worker takes his/her job seriously. However, loyalty of the highly committed worker resides with the organization, and not the job or work. Generally, the most commonly measured dimensions are: Affective or attitudinal dimension: emotional attachment to and involvement and identification with the organization. Positively correlated with job performance Continuance commitment: behavioral dimension; it is the perceived costs associated with leaving the organization (e.g., pension plans).Negatively correlated with job performance. Job satisfaction, job involvement and organizational commitment are distinct, independent constructs, although they do overlap in a lot of research designs .Job satisfaction is the one that is mostly researched. The future holds great promise on multiple attitudes integration. https://sites.google.com/a/g.rit.edu/auknotes/industrial-organizational-psychology/chapter-04job-attitudes