Attitudes and Job Satisfaction

Emotions and Moods

MAN201: Organizational Behaviour Class 3

 Job Attitudes

The ABC Model of Attitudes (Affect + Behaviour + Cognition) =

“What I think” + “How I feel” + “What I’m going to do about it.”
 How Job Attitudes Manifest in the Workplace
❖ Job involvement
❖ The degree to which people identify psychologically with their job and consider their
perceived performance level important to self-worth.
❖ An attitude of genuinely loving and fully engaging with the work you do.
❖ Closely related to psychological empowerment; people given the mental tools and
freedom to succeed.
❖ High job involvement a major predictor of performance, plus significantly reduced
absenteeism and turnover.
❖ Organizational commitment
❖ The degree of identification with an organisation and its values and mission, and the
associated commitment to remain with the organization because of this identification.
❖ Improves loyalty; during times of job dissatisfaction, committed employees more likely to
stay in their jobs.
❖ Reduces absenteeism and turnover, and modestly predicts productivity.
 What are the main causes of job dissatisfaction?

❖ United States (2019 study)

❖ Insufficient pay.
❖ Limited career-growth prospects.
❖ Lack of work-life balance.

❖ Vietnam (2018 study)

❖ Lack of independent work
opportunities.
❖ Lack of opportunity to improve skills.
❖ Lack of participation in leadership.
 How satisfied are people in their jobs?

❖ United States (2019 study)

❖ ~50% of US employees feel
unsatisfied in their jobs.
❖ Employees with lower pay feel less
satisfied about all aspects of their
jobs.

❖ Vietnam (2020 study)

❖ Satisfied when adhocracy is high.
❖ Dissatisfied when bureaucracy is
high.
 Emotions And Moods

❖ Emotions and moods have proven relevant for virtually every OB topic
we study, and they have implications for managerial practice.
❖ Modern leaders can’t just focus on how employees think and behave
— how they feel is just as important.
❖ Emotions are fundamental to human interaction.
❖ Negative emotions can be destructive to the goals of the organisation.
❖ Positive emotions can lead to higher morale, improved performance
and better job satisfaction, which leads to better productivity and
profitability.
 Emotional Intelligence (EI)
❖ According to several studies, Emotional Intelligence is the single
biggest predictor of leadership effectiveness and performance.
❖ EI is based on your relative ability to (1) Perceive emotions in yourself
and in others; (2) Understand the meaning of these emotions; (3)
Regulate your own emotions.
❖ Organizations that are led by leaders with high EI are consistently more
satisfying places to work, and are staffed by people with better job
attitudes – with higher job involvement and greater organizational
commitment.
❖ EI can be developed over time, and it is now considered one of the most
vital components of a leadership development program. Modern
organizations invest heavily in increasing overall EI.
 OB Applications of Emotions and Moods

❖ Selection: Employers should consider EI a factor in hiring for jobs that demand a high
degree of social interaction.
❖ Decision Making: Positive emotions can increase problem-solving skills and help us
understand and analyze new information.
❖ Creativity: Positive moods and feedback may increase creativity.
❖ Motivation: Promoting positive moods creates a more motivated workforce.
❖ Leadership: Emotions help convey messages more effectively.
❖ Negotiation: Emotions may impair negotiator performance.
❖ Customers: Customers “catch” emotions from employees (emotional contagion).
❖ Job Attitudes: “Never take your work home with you.”
❖ Deviant workplace behaviours: Those who feel negative emotions are more likely to
engage in aggressive or unethical behaviour at work.
❖ Safety and injury at work: Bad moods can contribute to injuries on the job.
 Becoming a Resonant Leader

❖ Resonant leadership recognizes that mastering EI is like any other skill. Anyone who has the
drive and motivation can improve as long as they understand what is required of them.
❖ People naturally develop stronger EI competencies as they get older and more experienced,
and have spent more time working with and leading others.
❖ But this general trend does not guarantee that ALL leaders will develop a high-enough level
of EI. Developing a plan to enhance the leader's strengths while overcoming their
weaknesses is crucial.
 Applying Psychological Flexibility
❖ Psychological flexibility: Consciously moving in the direction of
values even in the presence of difficult thoughts and feelings.
❖ Trust: When people are able to trust others, not only are they more
likely to cooperate, they are also more likely to reciprocate when others
cooperate with them.
❖ Long-term thinking: People tend to act more prosocially when their
attention is less on their immediate reactivity and more on what they
want for the longer term. A long-term view requires predictable rules of
social engagement, and the development of long-term supportive
relationships.
❖ Social value orientation: The degree to which you care about others’
outcomes relative to your own.