CH-7 Attitude & Job Satisfaction in organization.ppt

Attitude and job satisfaction
Industrial psychology
Organization psychology

1. Attitude and Job Satisfaction
byDr. Akram Riaz

2. Outlines
•Major Job Attitudes
•Job Satisfaction
•Causes of Job Satisfaction
•Theories of Job Satisfaction
•Why Employees Are Absent

3. 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
•Organizational Commitment
•Identifying with a particular organization and its
goals, while wishing to maintain membership in
the organization.

4. Cont.
•Identifying with a particular organization and its goals, while
wishing to maintain membership in the organization.
•Three dimensions:
•Affective–emotional attachment to organization
•ContinuanceCommitment –economic value of staying
•Normative–moral or ethical obligations
•Affective commitment is more positive for organizations than
continuance commitment
•Has some relation to performance, especially for new
employees.

5. Job Satisfaction
•How to measure?
•Single global rating (one question/one answer) -Best
•Summation score (many questions/one average) –OK
•Are people satisfied in their jobs?
•Results vary by employee facets of the job.
•Pay and promotion are the most problematic elements.

6. •Pay influences job satisfaction only to a point.
•After about $40,000 per 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.
•Personalitycan influence job satisfaction.
•Negative people are usually not satisfied with their jobs.
•Those with positive core self-evaluation are more satisfied
with their jobs.
Causes of Job Satisfaction

7. Does money buy happiness?
Year
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Average
per-person
after-tax income
in 1995 dollars
Percentage
describing
themselves as
very happy
$20,000
$19,000
$18,000
$17,000
$16,000
$15,000
$14,000
$13,000
$12,000
$11,000
$10,000
$9,000
$8,000
$7,000
$6,000
$5,000
$4,000
1930 1940 1950 1960 1970 1980 1990 2000
Percentage very happy
Personal income

8. Money and Life Satisfaction
Money
Love
1.00 2.00 3.00 4.00 5.00 6.00 7.00
Life satisfaction
0.6
0.4
0.2
0.0
-0.2
-0.4
Importance
scores

9. Happiness is...
Researchers Have Found That
Happy People Tend to
Have high self-esteem
(in individualistic countries)
Be optimistic, outgoing, and agreeable
Have close friendships or a satisfying
marriage
Have work and leisure that engage
their skills
Have a meaningful religious faith
Sleep well and exercise
However, Happiness Seems Not Much
Related to Other Factors, Such as
Age
Gender (women are more often
depressed, but also more often joyful)
Education levels
Parenthood (having children or not)
Physical attractiveness

10. Theories of Job Satisfaction
•The Facet Model
•Herzberg’s Motivator-Hygiene Theory
•The Discrepancy Model
•The Steady-State Theory

11. The Facet Model
•Satisfaction with job facets
•Overall job satisfaction = 
Satisfaction of each facet

12. Job Facets
•Ability utilization
•Achievement
•Activity
•Advancement
•Authority
•Company policies and
practices
•Compensation
•Co-workers
•Creativity
•Independence
•Moral values
•Recognition
•Responsibility
•Security
•Social service
•Social status
•Human relations supervision
•Technical supervision
•Variety
•Working conditions

13. Herzberg’s Motivator-Hygiene Theory of Job
Satisfaction
•Focuses on the effects of certain types of job facets
•Everyone has two sets of needs or requirements
Motivator Needs Hygiene Needs

14. Herzberg’s Motivator-Hygiene Theory
•When motivator needsare met, workers will be
satisfied; when these needs are not met, workers
will not be satisfied.
•When hygiene needsare met, workers will not be
dissatisfied; when these needs are not met, workers
will be dissatisfied.

15. Two Views of Job Satisfaction

16. The Discrepancy Model of Job Satisfaction
•To determine how satisfied they are with
their jobs, workers compare their job to
some “ideal job.” This “ideal job” could be
•What one thinks the job should be like
•What one expected the job to be like
•What one wants from a job
•What one’s former job was like
•Can be used in combination with the Facet
Model.

17. Determining Satisfaction with the
Discrepancy and Facet Models
•A) How much (enter job facet) do you currently have at your
job?
•B) How much (enter job facet) do you think your job should
have?
•The difference between A and B indicates the level of
satisfaction with that facet
•The differences are summed for an overall satisfaction score

18. The Steady-State Theory of Job Satisfaction
•Each worker has a typical or characteristic level of
job satisfaction, called the steady state or
equilibrium level.
•Different situational factors or events at work may
move a worker temporarily from this steady state,
but the worker will eventually return to his or her
equilibrium level.

19. Job Satisfaction as a Steady State

20. Consequences of Job (Dis)Satisfaction
Performance
Absenteeism Turnover

21. Determinants of Absence from Work
•Motivationto attend work is
affected by
•Job satisfaction
•Organization’s absence
policy
•Other factors
•Abilityto attend work is
affected by
•Illness and accidents
•Transportation problems
•Family responsibilities

22. Mobley’s Model of the Turnover Process

23. Consequences of Job Satisfaction
Organizational
Citizenship
Behavior (OCB)
Employee
Well-Being

24. Employee Responses to Dissatisfaction
Exit
•Behavior
directed
toward leaving
the
organization
Voice
•Active and
constructive
attempts to
improve
conditions
Neglect
•Allowing
conditions to
worsen
Loyalty
•Passively
waiting for
conditions to
improve
Active
Passive
ConstructiveDestructive

25. 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.

26. 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.

27. 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

28. Increasing Job Satisfaction
•Hire “Satisfied” Employees
•Eliminate Dissatisfiers
•Express appreciation and provide proper
feedback
•Increase opportunities to socialize
•Hold special events and friendly competitions
•Increase humor
•Have surprises
•Assign the right tasks to the right people

29. Eliminate Dissatisfiers
•Interpersonal conflict
•peers
•supervisors
•Customers
•Inequity
•Low pay
•Job security
•Poor working conditions
•Work schedule issues

30. Why Employees Are Absent
•No consequences for attending or
missing work
•Illness and personal problems
•Individual differences
•Unique events

31. Why Employees Are Absent
No Consequences
•Rewards for Attending
•financial incentives
•well pay
•games
•time off
•recognition programs
•Discipline for Not Attending
•Unclear Policy and Record Keeping

32. Why Employees Are Absent
Adjustment to Work Stress
•Overload
•Conflict
•peers
•Supervisors
•Boredom
•Safety Issues

33. Why Employees Are Absent
Other Causes
•Illness and Personal
Problems
•Individual Differences
•personality
•attendance history
•Unique Events
•weather
•car not starting