Attitude and Job-Satisfaction Chapter 3

Chapter 3: Attitude and Job
Satisfaction
PREPARED BY : MS. SARWAT KHAN
PRESENTED ON : APRIL 1, 2023
WWW.ASSIGNMENTPOINT.COM
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.
Cognitive Dissonance
Any incompatibility between two or more attitudes
or between behavior and attitudes.
Desire to reduce dissonance

• Importance of elements creating dissonance
• Degree of individual influence over elements
• Rewards involved in dissonance
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.
Job Satisfaction and Job
Involvement
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.
Job Satisfaction and Job
Involvement
Power Distance
The degree to which people in a country accept that power in
institutions and organizations is distributed unequally.
Psychological Empowerment
Employee belief in the degree to which they affect their work
environment , their competence, the meaningfulness of their job and
the perceived autonomy in their work.
What Causes Job Satisfaction
•Job Conditions
Interesting jobs that provide training, variety, independence
and control satisfy most employees. Interdependence,
feedback, social support and interaction with coworkers
outside the workplace are also strongly related to job
satisfaction; even after accounting for characteristics of
work itself.
•Pay
Pay does correlate with job satisfaction and overall happiness for many
people, but the effect can be smaller once an individual reaches a
standard level of comfortable living.
•Personality
People who have positive core self evaluation (CSEs) who believe in
their inner worth and basic competence – are more satisfied with their
jobs than people with negative CSEs.
•Corporate Social Responsibility
•An organization’s self-regulated actions to benefit society or the
environment beyond what is required by law.
•The next generation of employers are seeking employers that are
focused on triple bottom line : people, planet and revenue.
•Secondly, some organizations require employees to participate in a
prescribed manner like mentoring children, building a habitat for
humanity house or serving soup in kitchen.
•It can significantly contribute to employee satisfaction when managed
well.
Outcomes of Job
Satisfaction
Life Satisfaction
Research indicates that job satisfaction is positively correlated with
life satisfaction, and your attitudes and experiences in life spill over
into your job approaches and experiences.
Furthermore, life satisfaction decreases when people become

unemployed and not just because of the loss of income.
For most individuals, work is an important part of life, and therefore it

make sense that our overall happiness depends in no small parts of our
happiness in our work.
Customer 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.
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.
Responses to Dissatisfaction
Responses to 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.
Counterproductive Work
Behavior (CWB)
Actions that actively damage the organization, including stealing,
behaving aggressively towards coworkers , or being late or absent.
Absenteeism
We find a consistent negative relationship between satisfaction and
absenteeism, but the relationship is moderate to weak.
Turnover
•The relationship between job satisfaction and turnover is stronger than
between satisfaction and absenteeism. Overall a pattern on lowered job
satisfaction is the best predictor of intent to leave. Turnover, has a
workplace environment connection too.
•Similarly, job dissatisfaction is more likely to translate into turnover when

other employment opportunities are plentiful. Furthermore, when human
have high capital (high education, high ability) job satisfaction is more likely
to translate into turnover because they have or perceive, many available
alternatives.
Attitude Surveys
• Eliciting responses from employees through
questionnaires about how they feel about their
jobs, work groups, supervisors, and the
organization.
Sample Attitude Survey

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Chapter 3: Attitude and Job

Desire to reduce dissonance

Degree to which employees feel the organization cares

Furthermore, life satisfaction decreases when people become

For most individuals, work is an important part of life, and therefore it

Dissatisfied customers increase employee job dissatisfaction.

•Similarly, job dissatisfaction is more likely to translate into turnover when

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