Bab 3

MME PPM 66
Bayu Fiantoro; David Chandrawan; Febriyanti; N. Christian Gandhi Kumoro; Ndinta
Herry Pramana; Nugraha Windusena (Nugie)
Sharing Objectives

 Contrast the three components

of an attitude.
 Summarize the relationship
between attitudes and behavior.
 Identify the role consistency
plays in attitudes.
 State the relationship between
job satisfaction and behavior.
 Identify four employee
responses to dissatisfaction.
Attitude Defined
 Briefly defined, an “attitude”
represents a tendency to
respond in a favorable or
unfavorable way to persons or
objects in one’s environment.
 For instance, when we say we
“like” something or “dislike”
something, we are in effect
expressing an attitude toward
the person or object.
 Attitude could be defined also
as a mental predisposition to
act in a particular way
towards a person or an object.
Attitudes

Attitudes Cognitive component

The opinion or belief segment
• Attitudes are the
feelings and beliefs that of an attitude.
largely determine how
employees will perceive
their environment,
commit themselves to
Affective Component
intend actions and The emotional or feeling segment
ultimately behave
of an attitude.
• Evaluative statements
or judgments concerning
objects, people, or
events.
Behavioral Component
• Less stable than values An intention to behave in a certain
way toward someone or something.
Relationship between the components in the
Tricomponent Attitude Model

Cognition
How consistent are attitudes
 People change their attitudes although attitudes
are relatively stable mental predispositions.
 Sometimes, attitudes change even very quickly
as if it does not have any stability.

 Generally, people seek consistency:

– Among their different attitudes, and
– Between their attitudes and their behavior
 When there is inconsistency, people seek to
return to a level of equilibrium state.
 The Theory of Cognitive Dissonance

Cognitive Dissonance
•Dissonance = Inconsistency or incompatibility
•Any incompatibility between two or more attitudes or
between behavior and attitudes
•Individuals seek to reduce this gap, or “dissonance”

Desire to reduce dissonance depends on

• Importance of elements creating dissonance
• Degree of individual influence over elements
• Rewards involved in dissonance
Is A Happy Worker A Productive Worker?
 Over the years, one of the most strongly held
beliefs among managers and I/O psychologists is
that there is a relationship between a worker’s job
satisfaction and his/her job performance.
 In 60 year’s worth of research I/O psychologists
have found highly variable linkages between job
satisfaction and job performance.
 The most recent examination by Timothy Judge
and his colleagues suggests a correlation of .30
between satisfaction and performance, a small
but meaningful association.
Measuring the A-B Relationship
 Recent research indicates that attitudes (A)
significantly predict behaviors (B) when
moderating variables are taken into account.
A B

Moderating Variables
• Importance of the attitude
• Specificity of the attitude
• Accessibility of the attitude
• Social pressures on the individual
• Direct experience with the attitude
Self-Perception Theory

Attitudes are used, after the fact, to make sense

out of an action that has already occurred.
And, B A!

When asked about an attitude

toward some object,
individuals recall their
behavior relevant to that object
and then infer their attitude
from their past behavior.
 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 (Affective, Normative, and Continuance
Commitment)
Organizational Commitment
 Mowday, Steers, and Porter (1982) define OC
which has three component
– A strong belief in and acceptance of organizational
goals and values
– A willingness to exert considerable efforts on behalf of
the organizations
– A strong desire to maintain membership

 Researchers have confirmed a positive

relationships between OC and Job performance,
and inverse relationships found with tardiness,
absenteeism and turnover.
 Point-Counter Point Exercise
 Think about two to three jobs you have had,
outside of family chores (Family Business)
 List the jobs on the top of sheet
 List down what you really liked about the jobs and
what you disliked about the jobs.
 Find out the commonalities and differences
 Discuss what managers or supervisors could do
to increase the likes and decrease the dislikes.

Mangers Can Create Satisfied Employees:

What you think ?
 Types of Attitudes, cont’d.

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.
Attitudes Exercise - Set-Up
 Situation:
You are an expert who has been asked to provide
your expertise on the following issue. The
Residential Life Department of a large university
has been experiencing an usually high rate of
turnover among it’s Resident Assistants (RA’s)
during the last year. Over 60% of the university’s
RA’s have recently left their positions, and with
those that remain, poor performance is
commonplace. This situation is very troubling,
given the costs of training RA’s and of replacing
them when they leave.
An Application: Attitude Surveys

Attitude Surveys
Eliciting responses from
employees through
questionnaires about
how they feel about
their jobs, work
groups, supervisors,
and the organization.
Concerning Issues
a) Reliability
b) Validity
Sample Attitude Survey
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.
Causes of Job Satisfaction
1. Job condition
2. Personality
3. Pay
4. CSR
OUTCOMES JOB 1. Job Performance
SATISFACTION 2. Organization Citizenship
Behavior
3. Customer Satisfaction
4. Life Satisfaction
Elements of Life Satisfaction

Job Family

LIFE Politics
Religion

Leisure

Most Critical elements of Life Satisfaction

(Adapted from John Newstrom, Organizational Behavior- Human Behavior at work)
The impact of job
dissatisfaction
How Employees Can Express Dissatisfaction

Exit Voice
Behavior directed toward Active and constructive
leaving the organization. attempts to improve
conditions.

Loyalty Neglect
Passively waiting for Allowing conditions to
conditions to improve. worsen.
The Effect of Job Satisfaction on Employee
Performance
 Satisfaction and Productivity
– Satisfied workers are more productive AND more
productive workers are more satisfied!
– Worker productivity is higher in organizations with
more 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.
Job Satisfaction and OCB
 Satisfaction and OCBs
– 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.
Job Satisfaction and Customer Satisfaction
 Satisfaction and Customer Satisfaction
– Satisfied workers provide better customer service
 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 job
dissatisfaction.
Summarry
 Reward system closely associated with individual performance

 Setting challenging goals but realistic

 Role clarity and role specification

 Refrain from attacking the attitudes

 Provide frequent feedback

 Employee participation and involvement programs

 Show appreciation for appropriate effort and citizen behaviours

summary