ORGANIZATIONAL

BEHAVIOR
3–1

A T T I T U D E A N D J O B S A T IS F A C T I O N

BLAZIO MANOBO
 SESSION OBJECTIVES
3–2

After completing this session, students will

have learnt:
1. The Nature of Attitudes and Job Satisfaction
2. Benefits of Studying Employee Attitudes
3. Contrast the three components of an attitude.
4. Summarize the relationship between attitudes and
behavior.
5. State the relationship between job satisfaction and
behavior.
6. Identify four employee responses to dissatisfaction.
 Attitudes
3–3

Def: A tendency to respond positively or

negatively towards a certain idea, object,
person, or situation.
1. The feelings and beliefs that largely determine how
employees will perceive their environment, commit
themselves to intended actions and ultimately
behave.
2. They are related to the feelings and beliefs of people
3. Attitudes respond to persons, objects or events
4. Attitudes affect behavior either positively or
negatively
5. Attitudes undergo changes
 Components of Attitudes
3–4

Attitudes Cognitive component

The opinion or belief about a
person, object or situtation.
E.G. My boss does not like me?

Affective Component
The emotional or feeling segment
of an attitude. E.g. I don’t like this
boss?
Behavioral Component
An intention to behave in a certain
way toward someone or something.
e.g. woman boss? I leave my job?
 The Theory of Cognitive Dissonance
3–5

This is the feeling of uncomfortable tension which comes

from holding two conflicting thoughts in the mind at the
same time
1. Dissonance increases with:
1. The importance of the subject to us.
2. How strongly the dissonant thoughts conflict.
3. Our inability to rationalize and explain away the conflict .
2. Dissonance is often strong when we believe something about
ourselves and then do something against that belief.
3. If I believe I am good but do something bad, then the
discomfort I feel as a result is cognitive dissonance.
4. To release the tension we can take one of three actions:
1. Change our behavior.
2. Justify our behavior by changing the conflicting cognition.
3. Justify our behavior by adding new cognitions.
 Cognitive dissonance
3–6

1. Dissonance is most powerful when it is about our self-image.

Feelings of foolishness, immorality and so on are dissonance in
action.
2. If an action has been completed and cannot be undone, then the
after-the-fact dissonance compels us to change our beliefs.
3. Cognitive dissonance appears in virtually all evaluations and
decisions and is the central mechanism by which we experience
new differences in the world.
4. When we see other people behave differently to our images of
them, when we hold any conflicting thoughts, we experience
dissonance.
5. Dissonance increases with the importance and impact of the
decision, along with the difficulty of reversing it.
 Types of Attitudes
3–7

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 commitment, continuance
commitment, normative commitment)
 Types of Attitudes
3–8

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.
 Types of Organizational Commitment
<we have already discussed in Chapter no. 1>

3–9

Organizational Commitment
(The strength of an individual’s identification with an organization)
Three types based on the fact that

Affective Normative
Commitment Continuance Commitment
Commitment (individual’s
(individual intends to
(individual cannot perceived obligation
remain in the
afford to leave the to remain with an
organization
organization ) organization
because you agree
because of pressure
with it)
from others)
 Developing individual Commitment
3–10

1. Make jobs interesting and give people

responsibility.
2. Align the interests of the company with those of
the employees.
3. Enthusiastically recruit new employees whose
values closely match those of the organization.
4. Listen to your employees.
 Effects of Employee Attitude
3–11

Attitudes are reasonably good predictors of behaviors. They

provide clues to an employee’s behavioral intentions or inclinations
to act in a certain way.Positive jobs attitudes help predict
constructive behaviors: negative job attitudes help predict
undesirable behaivors.
Employee Performance: Satisfied workers actually may be high ,
average , or even low producers and they will tend to continue the
level of performance that previously brought them satisfaction.
Turnover: As might be expected higher job satisfaction is
associated with lower employee turnover , which is the proportion
of employees leaving an organization during a given time period.
Turnover: As might be expected higher job satisfaction is
associated with lower employee turnover , which is the proportion
of employees leaving an organization during a given time period.
 Job Satisfaction
3–12

Job satisfaction: is a set of favorable or

unfavorable feelings and emotions with which
employees view their work.
A pleasurable or positive emotional state resulting
from the appraisal of one’s job or job experiences
It is an affective attitude, a feeling of relative like
or dislike toward something.
 It is a Positive or negative attitudes held by individuals
toward their jobs.
 The degree of pleasure an employee derives from his or her
job.
Sources of Job Satisfaction & Dissatisfaction
3–
13

Figure 2. Job Satisfaction Model (Field, 2008).

How Employees Can Express Dissatisfaction
3–
14
 The Effect of Job Satisfaction on Employee
Performance
3–
15

Satisfaction and Productivity

 Satisfied workers aren’t necessarily more productive.
 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 cultivate high performers
and to weed out lower performers.
 Why study Job Satisfaction
3–16

1. Job satisfaction assist in performance, absenteeism and

turnover
2. Management needs information on employee job
satisfaction in order to make sound decsions , both in
preventing and solving employee problems.
3. If job satisfaction studies are properly planned and
administered they will usually produce a number of
important benefits both general and specific.
4. Attitude give management an indication of general levels
of satisfaction in a company.
5. Job satisfaction is significant because a person's attitude
and beliefs may affect his or her behavior. 
6. Consequently, if a person is dissatisfied with their work,
this could lead to dissatisfaction in other areas of their
life. 
 Job Satisfaction and Customer Satisfaction
3–
17

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.
End of Session
3–18

THANK YOU