ORGANIZATIONA

L BEHAVIOUR
(Book recommended: OB By
Robbins & Judge)
Course Code: MGMT 1032
By
DR. P.K. BHATTACHARYA
Sr. Professor, KIHE, BBA Program
 Schedule – 3
Attitudes and Job Satisfaction
ATTITUDES can be either
favorable or unfavorable
concerning objects, people or
events.
Ex: I like my OB classes---
expressing my attitudes towards
the subjects.
Dr. P.K.Bhattacharya/ OB (3) 2
 Components of Attitudes

Evaluative Cognitive component

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

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 The Theory of Cognitive Dissonance

•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

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 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
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 Major Job 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 serious
membership in the organization (Affective,
Normative, and Continuance Commitment)
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 ATTITUDE: Self-Perception Theory
Attitudes are used after the fact to make sense
out of an action that has already occurred.
And, B A!

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 Major Job 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,
satisfaction , and enthusiasm for the
organization.
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 Attitude Measurement: Attitude
Surveys

Eliciting responses from employees through

questionnaires about how they feel about their
jobs, work groups, supervisors, and the
organization.

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 Attitudes and Workforce Diversity
• Training activities that can reshape/change
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.

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 Dissatisfaction on the Workforce:
The IMPACT
Consequences of Dissatisfaction: Exit-Voice-Loyalty-
Neglect framework.
-Exit: Behavior to leave the organization, to look
for new job and resigning.
-Voice: Attempt to improve conditions – suggest
improvements, discussion of problems with
superiors/unions.
-Loyalty: Waiting for improvement, countering
criticism, trusting the mgmt. efforts.
-Neglect: Passively allowing condition to worsen,
chronic absenteeism/lateness, reduced effort,
increased error rates.

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 Responses to Job Satisfaction
• Measuring Job Satisfaction
– Single global rating
– Summation score
• How Satisfied Are People in Their Jobs?
– In general, people are satisfied with their jobs.
– Depends on facets of satisfaction—tend to be
less satisfied with pay and promotion
opportunities.

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 Effect of Job Satisfaction for
Employee Performance
• Job satisfaction and job performance.
• Job satisfaction and OCB (Organizational
Citizenship Behavior).
• Job satisfaction and customer satisfaction.
• Job satisfaction and Absenteeism.
• Job satisfaction and turnover
• Job satisfaction and workplace deviance
(unionism, substance abuse, pilferages, undue
socializing, tardiness etc.).

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 Job Satisfaction and 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.

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 Job Satisfaction and
Customer Satisfaction
• Job 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.
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