job attitudes in work place of an organization

job attitudes in work place of an organization

1. Job Attitudes: Antecedents and Consequences Chapter 10

2. Overview Four Major Topics: 1. Attitudes, Intentions, & Behaviors 2. Job Satisfaction 3. Organizational Commitment 4. Other Attitudes (e.g., Involvement)

3. Attitudes

4. What are Attitudes? Why Are Job Attitudes Important? Attitude : degree of positive or negative feeling a person has toward a particular person, place, or thing Attitudes: GENERAL (Summative) feelings… If mad and sad and scared = negative attitude If mad, interested, determined= positive-ish attitude Job attitudes are important! Job attitudes influence work behavior Improving job attitudes is a common goal They can help us understand the complexities of work and non-work life (e.g., work-life balance)

5. Strong determinants of an action are one’s intentions to perform the action Attitudes and subjective norms affect intentions, which in turn affect behaviors Subjective norm : individual’s perception of the social pressures to perform or not perform a particular behavior Theory of Planned Behavior

6. Theory of Planned Behavior Attitude Subjective norm Perceived behavioral control Intentions Behavior

7. Perceived behavioral control : individual’s belief as to how easy/difficult performance of the behavior is likely to be More of a general feeling (i.e. AFFECT) This is a step beyond expectancy Closer to Instrumentality from the Expectancy Theory Theory of Planned Behavior

8. Theory of Planned Behavior Attitude Subjective norm Perceived behavioral control Intentions Behavior

9. Job Satisfaction

10. Job Satisfaction: Overview Pleasurable, positive emotional state resulting from the cognitive appraisal of one’s job or job experiences (Locke, 1976) Stems from perception that our jobs are fulfilling Antecedents Measurement and Factors Consequences

11. Framework for Job Satisfaction

12. Antecedents of Job Satisfaction Job characteristics Individual/personal characteristics Social factors Growth opportunities

13. Job Characteristics Include Hackman and Oldham’s job characteristics theory of core job dimensions AND stress and workload Research has demonstrated consistent relationship between employee perceptions of job characteristics and job satisfaction Meta-analysis of this relationship ranged from .32 (task identity) to .46 (autonomy)

14. Individual/Personal Characteristics Some people tend to be satisfied with their jobs over the course of their careers while others are dissatisfied Affective disposition: tendency to respond to classes of environmental stimuli in predetermined, affect-based ways Genetics – Arvey & colleagues (1989) twins studies Self-esteem/core self-evaluations relate to both job and life satisfaction; organization-based self-esteem is strongly related to job satisfaction ( r = .58)

15. Social Factors Relationships with managers and coworkers are important Research supports these influences Social roles – ambiguity negatively affects job satisfaction Organizational justice – perceptions of fairness STRONGLY affect attitudes, behaviors, and performance

16. Growth Opportunities Employee’s perception that there is potential to grow, advance, or be promoted Examples – being paid well, provided excellent benefits, offered opportunities to advance Pay for performance increases job satisfaction; attitudes about pay relate to job satisfaction Growth opportunities can conflict with nonwork life (e.g., work–family conflict is negatively related to job satisfaction)

17. Measurement and Dimensions

18. Measurement and Dimensions How to measure? Broad attitude or specific facets? Depends on the organization’s purpose Traditional measurement: “In general, I like my job” Recent measurement: specific facets of satisfaction with pay, supervisor, etc. May be useful in diagnosing organizational problems or developing interventions

19. Measurement and Dimensions Job Descriptive Index (JDI) – most frequently used, best validated 5 dimensions: satisfaction with: type of work, pay, promotion opportunities, supervision, coworkers (and overall) Job Diagnostic Survey (JDS) Measures satisfaction as a function of pay, security, social factors, supervision, growth (and overall)

20. Measurement and Dimensions Minnesota Satisfaction Questionnaire Based on theory of work adjustment Contains 100 items on 20 facets; also a short form of 20 items

21. Consequences of Job Satisfaction Performance Withdrawal behaviors Counterproductive behaviors

22. Consequences:

23. Consequences: Performance Is a “satisfied worker” a “productive worker”? Good estimate is tough to nail down – somewhere between r = .14 and .30, although a Recent meta-analysis found .59!! Correlation tends to be stronger for complex jobs Contextual performance – relationship with job satisfaction is stronger than the task performance–job satisfaction relationship

24. Consequences: Withdrawal Behaviors Absenteeism Costs companies a lot of $$$ ($789 per employee per year) Only 33 percent of scheduled time off due to personal illness, 67 percent for other reasons (family issues, etc.) Steers & Rhodes (1978) model of absenteeism – both ability to attend and pressure to attend matter

25. Attendance Model (Steers & Rhodes, 1978) Job Satisfaction Attendance Motivation Employee Attendance Pressure to Attend Economic/market conditions Incentive/reward system Work group norms Personal work ethics Ability to Attend Illness Family responsibilities Transportation problems

26. Consequences: Withdrawal Behaviors Lateness According to Blau (1994), chronic lateness is predicted by job satisfaction r = –.39 Meta-analysis shows –.21 between facets of satisfaction and lateness Steers & Rhodes model also has been applied to lateness

27. Consequences: Withdrawal Behaviors Turnover: How Much does it cost to replace an $8/hour employee? Expensive for companies ~$3500 to replace an employee who is paid $8/hour (according to Society for Human Resource Management ); 1.5 to 2.5 times the employee’s salary Can be good for companies if ineffective employees leave Two main antecedents of turnover: Perceived ease of movement Perceived desirability of movement Modest relationship in job satisfaction and turnover

28. Turnover models Hom & Griffeth Job satisfaction --> thoughts of quitting --> quitting Job satisfaction --> attitude about quitting --> job search --> compare alternatives --> quitting Unfolding Model (Lee & colleagues) “Shock to the system” propels turnover Consequences: Withdrawal Behaviors

29. Counterproductive behaviors : any behaviors that bring, or intended to bring, harm to an organization, its employees or its stakeholders Examples: arson, blackmail, bribery, sabotage, theft Correlation between job satisfaction and counterproductive behavior? Ranges from –.10 to –.25 Consequences: Withdrawal Behaviors

30. Organizational Commitment Defined as the relative strength of an individual’s identification with involvement in a particular organization Organizational commitment–job satisfaction relationship stregnth? is moderate (~.30 to .40) Causal order – Which comes first? Some suggest commitment is broader and more stable than job satisfaction

31. Framework for Organizational Commitment

32. Organizational Commitment: Components (Meyer and Allen) Affective commitment – employees’ emotional attachment to organization Strong belief in and acceptance of organization’s goals and values Willingness to exert effort on behalf of organization Strong desire to remain part of organization Continuance commitment – sunk costs associated with leaving… Normative commitment – moral obligation to continue employment with organization

33. Antecedents of Organizational Commitment Organizational mechanisms – company merchandise, reward systems Lead to affective commitment! Individual/personal characteristics Individual differences related to affective commitment – age (.15), tenure (.16) Stronger relationship between tenure and continuance commitment (.21) than tenure and affective commitment – sunk costs

34. Social factors Organizational support is one of the strongest predictors of affective and normative commitment Supervisor treats employee considerately and employee commitment (.34) Supervisor communicates often and openly and employee commitment (.45) Role variables – ambiguity and conflict have negative relationship Organizational justice predicts affective and normative commitment (~.30s) Antecedents of Organizational Commitment

35. Consequences of Organizational Commitment Performance Tough to find a strong direct relationship Affective commitment–performance r ranges from .15 to .25 Relationship with contextual performance appears to be consistently related with affective commitment, less so with normative and continuance commitments

36. Withdrawal behaviors Absence Affective commitment and absence have a small relationship (-.18 to -.22) Recall the attendance model – variables other than attitudes come into play for absence Continuance commitment does not seem related to absence; too little research on normative commitment–absence relationship Consequences of Organizational Commitment

37. Withdrawal behaviors Turnover Affective commitment is related to actual turnover (-.15 to -.25) Counterproductive behavior Little research on organizational commitment and counterproductive behavior Likely relationship between frustration and lack of commitment Consequences of Organizational Commitment

38. Additional Job Attitudes Job involvement and work centrality Perceived organizational support Emotions at work

39. More?

40. Job Involvement and Work Centrality Job involvement : extent to which employee is cognitively engaged in the job Moderates the effect of job insecurity on negative job attitudes, health problems, distress Workaholic – enjoys the act of working, obsessed, devotes time at the expense of other important life roles Enthusiastic workaholics

41. Job Involvement and Work Centrality Work centrality : degree of importance that work, in general, holds in an employee’s life Develops from socialization Related to affective commitment Job involvement, work centrality, and organizational commitment are moderately intercorrelated – from .25 to .45

42. Perceived Organizational Support (POS) Employees’ global beliefs concerning the extent to which the organization values their contributions, cares about their well-being Antecedents : fair procedures, supervisor support, favorable rewards/job conditions Consequences : commitment, increased performance, reduced withdrawal behaviors Strongly related to other attitudes (satisfaction, commitment, turnover) Negative relationship with “Political” environment

43. Emotions at Work Emotion regulation : ways in which individuals monitor their emotions Amplification : faking/exaggerating pleasant emotion (can lead to job satisfaction) Suppression : hiding displays of felt emotions such as anger, jealousy (can lead to job dissatisfaction) Emotional labor: effort, planning, and control required by employees to express organizationally desired emotions during interpersonal interactions Customer service

44. Emotions at Work Emotional dissonance: when employees true feelings are different from the emotions they project on the job Related to higher levels of stress, burnout Importance of person–organization fit