Chapter 3 Attitudes and Job Satisfaction

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1 Chapter 3 Attitudes and Job Satisfaction

2 Chapter Learning Objectives
After studying this chapter, you should be able to: Contrast the three components of an attitude. Summarize the relationship between attitudes and behavior. Compare and contrast the major job attitudes. Define job satisfaction and show how it can be measured. Summarize the main causes of job satisfaction. Identify four employee responses to dissatisfaction. Show whether job satisfaction is a relevant concept in countries other than the United States.

3 The opinion or belief segment of an attitude
Attitudes Evaluative statements or judgments concerning objects, people, or events.(我喜歡我的工作) Three components of an attitude: The emotional or feeling segment of an attitude (我不喜歡小林因為他歧視少數民族) Attitude Behavioral Cognitive Affective The opinion or belief segment of an attitude (歧視別人是不對的) An intention to behave in a certain way toward someone or something (我對小林感覺不好，所以我不會投票給他) See E X H I B I T 3–1

4 Does Behavior Always Follow from Attitudes?
Leon Festinger – No, the reverse is sometimes true! 自我覺知理論 當人們被問到對某事物的態度時，他們會想到過去是否有和該事物相關的行為，而且會從中推測自己當時所抱的態度。 在有了事實後，「態度」是用來讓自己當時的行為合理化，而不是用來預測行為的。 態度只是一種隨性的陳述。

5 Cognitive Dissonance Any incompatibility between two or more attitudes or between behavior and attitudes Individuals seek to reduce this uncomfortable gap, or dissonance, to reach stability and consistency Consistency is achieved by changing the attitudes, modifying the behaviors, or through rationalization © 2009 Prentice-Hall Inc. All rights reserved.

6 找出更有利理由---公司帶給社會利益超過污染成本 改變行為 改變態度
請公司停止排放污水 離職求去 覺得失調行為沒那麼重要 我必須賺錢，且職責所在，要重視公司利益 污染環境並沒啥不對 找出更有利理由---公司帶給社會利益超過污染成本 改變行為 改變態度 © 2009 Prentice-Hall Inc. All rights reserved.

7 Desire to reduce dissonance depends on
失調 態度行為 解除失調壓力的意願強度的三因素 失調的要素重要性(importance) 當事者認為他對上述要素的影響程度(influence) 可能介入於該失調的報償值大小(reward)。 一致 態度=行為 © 2009 Prentice-Hall Inc. All rights reserved.

8 Moderating Variables Behavior Predict Attitudes
The most powerful moderators of the attitude-behavior relationship are: Importance of the attitude Correspondence to behavior Accessibility Existence of social pressures Personal and direct experience of the attitude. Behavior Predict Attitudes Moderating Variables

9 Predicting Behavior from Attitudes
? Important attitudes have a strong relationship to behavior. The closer the match between attitude and behavior, the stronger the relationship: Specific attitudes predict specific behavior General attitudes predict general behavior The more frequently expressed an attitude, the better predictor it is. High social pressures reduce the relationship and may cause dissonance. Attitudes based on personal experience are stronger predictors.

10 What are the Major Job Attitudes?
Job Satisfaction A positive feeling about the job resulting from an evaluation of its characteristics Job Involvement Degree of psychological identification with the job where perceived performance is important to self-worth Psychological Empowerment Belief in the degree of influence over the job, competence, job meaningfulness, and autonomy

11 Another Major Job Attitude
Organizational Commitment Identifying with a particular organization and its goals, while wishing to maintain membership in the organization. Three dimensions: Affective – emotional attachment to organization Continuance Commitment – economic value of staying Normative - moral or ethical obligations Has some relation to performance, especially for new employees. Less important now than in past – now perhaps more of occupational commitment, loyalty to profession rather than a given employer.

12 And Yet More Major Job Attitudes…
Perceived Organizational Support (POS) Degree to which employees believe the organization values their contribution and cares about their well-being. Higher when rewards are fair, employees are involved in decision-making, and supervisors are seen as supportive. High POS is related to higher OCBs and performance. Employee Engagement The degree of involvement with, satisfaction with, and enthusiasm for the job. Engaged employees are passionate about their work and company.

13 Are These Job Attitudes Really Distinct?
No: these attitudes are highly related. Variables may be redundant (measuring the same thing under a different name) While there is some distinction, there is also a lot of overlap. Be patient, OB researchers are working on it!

14 Job Satisfaction One of the primary job attitudes measured.
Broad term involving a complex individual summation of a number of discrete job elements. How to measure? Single global rating (one question/one answer) - Best Summation score (many questions/one average) - OK Are people satisfied in their jobs? In the U. S., yes, but the level appears to be dropping. Results depend on how job satisfaction is measured. Pay and promotion are the most problematic elements. See E X H I B I T 3–2

15 請以1～5的評估尺度，寫下你對下列問題的意見。 5表「非常不同意」；4表「不同意」；3表「沒意見」；2表「同意」；1表「非常同意」
1.能在這家公司工作實在太棒了。 2.如果我努力的話，必可以出頭天 3.這家公司的薪資待遇決不比其他公司差。 4.這家公司的升遷決策相當公平。 5.我瞭解公司所提供的各種福利措施。 6.我的工作讓我可以充分發揮所長。 7.我的工作很有挑戰性，負擔也不重。 8.我信任我的上司。 9.我可以自在的與上司討論自己的看法。 10.我知道上司對我的期望。 © 2009 Prentice-Hall Inc. All rights reserved.

16 Causes of Job Satisfaction
Pay influences job satisfaction only to a point. After about $40,000 a year (in the U. S.), there is no relationship between amount of pay and job satisfaction. Money may bring happiness, but not necessarily job satisfaction. Personality can influence job satisfaction. Negative people are usually not satisfied with their jobs. Those with positive core self-evaluation are more satisfied with their jobs. See E X H I B I T 3–3

17 Employee Responses to Dissatisfaction
Active Exit(離開) 該行為以離開公司為目的 Voice(建議) 透過主動且建設性的方式，謀求改善現狀。 Neglect(漠視) 態度被動且任由事態惡化。 Loyalty(忠誠) 以被動但樂觀的態度，等待現狀改善。 Destructive Constructive Passive See E X H I B I T 3–4

18 Outcomes of Job Satisfaction
Job Performance Satisfied workers are more productive AND more productive workers are more satisfied! The causality may run both ways. Organizational Citizenship Behaviors Satisfaction influences OCB through perceptions of fairness. Customer Satisfaction Satisfied frontline employees increase customer satisfaction and loyalty. Absenteeism Satisfied employees are moderately less likely to miss work.

19 More Outcomes of Job Satisfaction
Turnover Satisfied employees are less likely to quit. Many moderating variables in this relationship. Economic environment and tenure Organizational actions taken to retain high performers and to weed out lower performers Workplace Deviance Dissatisfied workers are more likely to unionize, abuse substances, steal, be tardy, and withdraw. Despite the overwhelming evidence of the impact of job satisfaction on the bottom line, most managers are either unconcerned about or overestimate worker satisfaction. !

20 Global Implications Is Job Satisfaction a U. S. Concept?
No, but most of the research so far has been in the U. S. Are Employees in Western Cultures More Satisfied With Their Jobs? Western workers appear to be more satisfied than those in Eastern cultures. Perhaps because Westerners emphasize positive emotions and individual happiness more than do those in Eastern cultures. See E X H I B I T 3–5

21 Summary and Managerial Implications
Managers should watch employee attitudes: They give warnings of potential problems They influence behavior Managers should try to increase job satisfaction and generate positive job attitudes Reduces costs by lowering turnover, absenteeism, tardiness, theft, and increasing OCB Focus on the intrinsic parts of the job: make work challenging and interesting Pay is not enough