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ATTITUDES & JOB SATISFACTION
Attitudes: Evaluation statement –either favorable or
unfavorable – concerning objects, people or events. They
reflect how one feels about something.
Attitudes are complex and the rationale behind them may not
be obvious.
Note: Attitudes is our feeling towards certain object, people or
event. It’s either positive or negative. It is complex and there
is a reason behind them that we can’t explain.
What are the main components of attitudes?
 There are three main components:
1. Cognitive – a description of or belief in the
way things are. Ex: “My pay is low.”
Note: This is our belief and
perception over something.
2. Affective – the emotional or feeling segment
of an attitude. Ex: “I am angry over how
little I’m paid.”
Note: This is our emotions or
feelings. This is what happens after we have
already read the description or the cognitive
ability or belief over something.
3. Behavior – describes an intention to behave
in a certain way toward someone or
something. Ex: “I’m going to look for
another job that pays better.”
Note: This is the way we behave or
the action that we do as consequence of the
feelings that we have. We can see that the
behavior is actually affected by our feelings
or attitude.
Does behavior always follow from
attitudes? While attitudes may seem to be
directly causal, Leon Festinger argued that
attitudes follow behavior. People change
what they say so it does not contradict what
they do.
Note: Leon Festinger argued that a
lot of people are actually experiencing in
some instances wherein we experience the
other way around, when it is not our
behavior that follows the attitude but our
attitudes actually follow our behavior.
4. Cognitive dissonance – refers to any
incompatibility that an individual might
perceive between two or more attitudes, or
between behavior and attitudes.
Note: There is incompatibility.
is when the attitude of the person follows the
behavior because they are force and no
choice.
Three moderating factors to reduce dissonance:
1. Importance. The importance of the elements creating
the dissonance modifies the level of effort.
Note: Ex. You don’t like a certain subject
but you took it because it is required and you have
this goal to finish your course (you have the
importance).
2. Degree of Influence. If a person feels he or she has
some measure of control over the elements, more
efforts will be expended.
Note: If you have an influence or a control
over something with regard to what you are doing
then it actually also reduces dissonance.
3. Rewards. What reward is there to keep or remove the
dissonance.
Note: This is on of the reason why most
employees keep their job even if they don’t like it,
because of the rewards they get.
What are the major job attitudes?
1. Job satisfaction – A positive feeling about one’s job
resulting from an evaluation of its characteristics.
2. Job involvement – The degree to which people
identify psychologically with their jobs and consider
their perceived performance level to self-worth.
Note: Attitude towards involvement on the
job or in the organization
3. Organizational Commitment – A state in which an
employee identifies with a particular organization and
its goals and wishes to maintain membership in the
organization.
Note: If you are committed toward the
organization, you will do your best and help achieve
its goals.
Three separate dimensions of Organizational commitment:
1. Affective commitment – The emotional attachment
to an organizational and a belief in its value.
Note: Type of committed that the employee
stays on the organization because he loves the value
and the mission and vision.
2. Continuance commitment – The perceived
economic value of remaining with an organization
compared to leaving it.
Note: Employee is committed to the
organization because of the economic value the
employee is getting/receiving from that organization.
(Ex. The employee doesn’t love his job but because
of the salary/reward he is getting, that’s why he is
committed and still doing his job.). The most
effective among 3 commitments.
 3. Normative commitment – An obligation to remain
with the organization for moral or ethical reasons.
Note: The employee feels obligated to stay
in an organization (utang na loob).
What is Perceived Organizational Support or POS?
 It is the degree to which employees believe the
organization values their contribution and cares about
their well-being
Note: The employees would feel that their contributions
to the organization are being valued. If those are met, it
will provide job satisfaction.
What is Job Satisfaction?
 It is the positive feelings about a job resulting from
an evaluation of characteristics – interaction with
bosses and co-workers, rules and policies,
performance standards, ideal working conditions,
among others.
Note: There are a number of characteristics that increases
job satisfaction: (1) good relationship among workers
particularly your boss or manager in organization, (2)
rules/policies must be follow and must be realistic
because if not it will make the work environment toxic,
(3) there must be a standard of performance the
organization must observe, (4) if the workplace is
conducive to working (good and complete equipment)
How to measure job satisfaction?
 Single Global Rating Method – This method uses
responses to a short series of general questions about
the job to determine job satisfaction.
 Summation Score Method – This method identifies
key elements in the job and ask for the employee’s
feelings about each element. Respondents answer on
a standardized scale and their answers are tallied to
create an overall job satisfaction score.
Job satisfaction levels by facet
 Work itself – if the job is interesting. The employee
holding it feels that the job is meaningful. There is
interesting training that is included to that job.
 Pay
 Promotion
 Supervision
 Co-workers
What cause job satisfaction?
 Interesting jobs that provide training, variety,
independence, social support, and control satisfy
most employees.
Note: Independence – the employees are given the
authority to make decisions.
 Pay, once about a given level, does not increase
satisfaction. Though it is a motivator, it does not
necessarily make people happy.
 Positive core self-evaluation greatly causes job
satisfaction. (Personality, who believe in their inner
worth and basic competence)
The impact of dissatisfaction
 Exit – leaving the organization
Note: If the employees are dissatisfied, they
will leave the organization. Hiring is very expensive,
because you have to hire people and train them.
 Voice – attempting to improve conditions
Note: They are going to voice out their
complains and demand something to the company
 Loyalty – waiting for conditions to improve
Note: If the employees are dissatisfied but
are loyal to the company, the tendency is their
performance will go down as well and the quality of
the services and products will be greatly affected.
 Neglect – allowing conditions to worsen
Note: Employees will let the situation to
worsen which results to the company to go down in a
long run.
The impact of Job Satisfaction
 Increased job performance – employees will feel that
they are a citizen of the organization
 Organizational citizenship behaviors - they will
become more committed to achieving the goals of the
organization
 Customer satisfaction
 Less absenteeism
 Less Turnover
 Less workplace Deviance (Unions, theft, substance
abuse, tardiness, etc.)
Implications for Managers
Managers should be interested in employee’s
attitudes because attitudes give warnings of potential problems
and because they influence behavior.
Note: If you want to become an effective manager, you should
know your employees and know their attitude towards their
job.
What to keep in Mind:
 High pay is not enough to create satisfaction
 Make the work challenging and interesting
 Job satisfaction is related to organizational
effectiveness