eleventh edition

organizational behavior

stephen p. robbins
 Chapter
Chapter 33

Attitudes and Job

Satisfaction

ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O N
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Charlie Cook
Cook
 After
After studying
studying this
this chapter,
OBJECTIVES
chapter,
you
you should
should be
be able
able to:
to:
 Contrast terminal and instrumental values.

 Identify the five value dimensions of national

LEARNING

culture.

 Contrast the three components of an attitude.

 Summarize the relationship between attitudes

and behavior.
 Identify the role consistency plays in attitudes.
 After
After studying
studying this
this chapter,
O B J E C T I V E S (cont’d)
chapter,
you
you should
should be
be able
able to:
to:
 State the relationship between job satisfaction
and behavior.

 Identify four employee responses to

dissatisfaction.
LEARNING
Attitudes
Attitudes

Attitudes Cognitive component

The opinion or belief segment
Evaluative of an attitude.
statements or
judgments Affective Component
concerning The emotional or feeling segment
objects, of an attitude.
people, or
events. Behavioral Component
An intention to behave in a certain
way toward someone or something.
 Does
Does Behavior
Behavior always
always follow
follow from
from Attitudes?
Attitudes?

 A very primitive perspective, accepted by

common sense.

 Leon Festinger argues that attitudes follow

behavior

 People will change what they say to match what

they do …

© 2005 Prentice Hall Inc. All rights reserved. 3–6

 The
The Theory
Theory of
of Cognitive
Cognitive Dissonance
Dissonance

Cognitive Dissonance
Any incompatibility between two or more attitudes
or between behavior and attitudes.
Tobacco companies , taxes, simply flossing

Desire
Desireto
toreduce
reducedissonance
dissonance
• •Importance
Importanceofofelements
elementscreating
creatingdissonance
dissonance
• •Degree
Degreeof
ofindividual
individualinfluence
influenceover
overelements
elements
• •Rewards
Rewardsinvolved
involvedinindissonance
dissonance

© 2005 Prentice Hall Inc. All rights reserved. 3–7

 Moderating
Moderating Variables
Variables
 Recent research indicates that attitudes (A)
significantly predict behaviors (B) when
moderating variables are taken into account.

Moderating
ModeratingVariables
Variables
• •Importance
Importanceofofthe
theattitude
attitude
• •Accessibility
Accessibility
• •Social
Socialpressures
pressureson
onthe
theindividual
individual
• •Direct
Directexperience
experiencewith
withthe
theattitude
attitude

© 2005 Prentice Hall Inc. All rights reserved. 3–8

 Major
Major Job
Job Attitudes
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.
© 2005 Prentice Hall Inc. All rights reserved. 3–9
 Cont…
Cont…
 Perceived Organizational Support (POS):
“The degree to which employees think the
organization values their contributions and cares
about their well being”

 Employee Engagement:
“An individual’s involvement with, satisfaction
with, and enthusiasm for the work he or she
does”

© 2005 Prentice Hall Inc. All rights reserved. 3–10

 Job
Job Satisfaction
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 tighter
deadlines
• Less control over work

© 2005 Prentice Hall Inc. All rights reserved. 3–11

 Sample
Sample Attitude
Attitude Survey
Survey

© 2005 Prentice Hall Inc. All rights reserved. 3–12

 How
How Satisfied
Satisfied Are
Are People
People In
In Their
Their Jobs?
Jobs?

 Research supports that the results vary a lot

depending upon the job facets.

 Geographical location is also a high impacting

factor.

 Western societies have more satisfied workers

than eastern.

© 2005 Prentice Hall Inc. All rights reserved. 3–13

 What
What Causes
Causes Job
Job Satisfaction
Satisfaction

 Factors like training, variety, independence and

control satisfy most employees
 Strong correspondence between social context
and job satisfaction
 Pay matters but only to the poor countries, till a
certain level.
 Money can motivate but motivation is different
from happiness!!
 Personality – positive core self evaluations.

© 2005 Prentice Hall Inc. All rights reserved. 3–14

 The
The Impact
Impact Of
Of Satisfied
Satisfied And
And Dissatisfied
Dissatisfied
Employees
Employees OnOn AA Workplace
Workplace

© 2005 Prentice Hall Inc. All rights reserved. 3–15

 The
The Effect
Effect of
of Job
Job Satisfaction
Satisfaction on
on Employee
Employee
Performance
Performance
 Satisfaction and Performance
– Satisfied workers will certainly perform better.
– Worker productivity is higher in organizations with
more satisfied workers.
 Satisfaction and Absenteeism
– Satisfied employees have fewer avoidable absences.
– The link is moderate to weak
 Satisfaction and Turnover
– Satisfied employees are less likely to quit.
– Organizations take actions to retain high performers
and to weed out lower performers. A strong link exists.

© 2005 Prentice Hall Inc. All rights reserved. 3–16

 Job
Job Satisfaction
Satisfaction and
and OCB
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.

© 2005 Prentice Hall Inc. All rights reserved. 3–17

 Job
Job Satisfaction
Satisfaction and
and Customer
Customer Satisfaction
Satisfaction
 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.

© 2005 Prentice Hall Inc. All rights reserved. 3–18

 Job
Job Satisfaction
Satisfaction And
And Workplace
Workplace Deviance:
Deviance:
 Unionization attempts, substance abuse, stealing
at work, undue socializing, and tardiness.

 Each employees response and set of actions will

be different.

 Attack the source of problem rather than

controlling the response.

 A manager must be able to translate the

difference between what he thinks that the
employees feel and what they really feel.
© 2005 Prentice Hall Inc. All rights reserved. 3–19