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1. Essentials of Organizational Behavior Fifteenth Edition Chapter 3 Attitudes and Job Satisfaction Copyright © 2022, 2018, 2016 Pearson Education, Inc. All Rights Reserved.

2. Learning Objectives 3.1 Contrast the three components of an attitude. 3.2 Summarize the relationship between attitudes and behavior. 3.3 Compare the major job attitudes. 3.4 Identify the two approaches for measuring job satisfaction. 3.5 Summarize the main causes of job satisfaction. 3.6 Identify three outcomes of job satisfaction. 3.7 Identify four employee responses to job dissatisfaction.

3. Attitudes Learning Objective 3.1 Attitudes: evaluative statements – either favorable or unfavorable – concerning objects, people, or events Reflect how one feels about something

4. The Components of an Attitude (Exhibit 3-1)

5. Attitudes and Behavior Learning Objective 3.2 The most powerful moderators of the attitude-behavior relationships are: Importance Correspondence to behavior Accessibility Social pressures Direct personal experience Knowing attitudes helps predict behavior

6. Attitudes and Behavior (1 of 2) Cognitive dissonance: any inconsistency between two or more attitudes, or between behavior and attitudes Individuals seek to minimize dissonance

7. Attitudes and Behavior (2 of 2) Desire to reduce dissonance is determined by: The importance of the elements creating the dissonance The degree of influence the individual believes he or she has over the elements The rewards that may be involved in dissonance

8. Job Satisfaction and Job Involvement Learning Objective 3.3 Job satisfaction A positive feeling about the job Job involvement Degree to which people psychologically identify with their jobs Psychological empowerment Beliefs in the degree of influence over the job, competence on the job, autonomy, and job meaningfulness

9. Organizational Commitment Organizational commitment The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization

10. Perceived Organizational Support Perceived organizational support The degree to which employees believe the organization values their contributions and cares about their well-being The influence of power distance

11. Employee Engagement Employee engagement The degree of enthusiasm an employee feels for the job High cost of disengagement Affect on organizational outcomes

12. How Do I Measure Job Satisfaction? Learning Objective 3.4 Measuring job satisfaction: Single global rating method Only a few general questions Remarkably accurate Summation score method Identifies key elements in the job and asks for specific feeling about them

13. Average Job Satisfaction Levels by Facet (Exhibit 3-2)

14. Average Levels of Employee Job Satisfaction by Country (Exhibit 3-3)

15. What Causes Job Satisfaction? Learning Objective 3.5 Job Conditions Personality Pay Corporate Social Responsibility (CSR)

16. Job Conditions The intrinsic nature of the work itself Social interactions Supervision Big role

17. Personality Positive core self-evaluations (CSEs) Believe in their inner worth and basic competence

18. Pay Pay after individual reaches a level of comfortable living, the effect can be smaller

19. Corporate Social Responsibility Corporate Social Responsibility (CSR) an organization’s self-regulated actions to benefit society or the environment beyond legal requirements it’s good for the planet and good for people

20. Outcomes of Job Satisfaction Learning Objective 3.6 Better job and organizational performance Better organizational citizenship behaviors Greater levels of customer satisfaction Improved life satisfaction

21. The Impact of Job Dissatisfaction Learning Objective 3.7 Exit: directs behavior toward leaving the organization Voice: includes actively and constructively attempting to improve conditions Loyalty: passively but optimistically waiting for conditions to improve Neglect: passively allows conditions to worsen

22. Counterproductive Work Behavior Counterproductive Work Behavior (CWB) Actions that actively damage the organization deviant behavior in the workplace, or simply withdrawal behavior Job dissatisfaction predicts CWB Absenteeism Turnover

23. Managers Often “Don’t Get It” Job satisfaction can impact the bottom line Be careful of overestimating job satisfaction

24. Implications for Managers Remember that an employee’s job satisfaction level is the best single predictor of behavior. Pay attention to your employees’ job satisfaction levels as determinants of their performance, turnover, absenteeism, and withdrawal behaviors. Measure employee job attitudes objectively and at regular intervals in order to determine how employees are reacting to their work. To raise employee satisfaction, evaluate the fit between the employee’s work interests and the intrinsic parts of the job to create work that is challenging and interesting to the individual. Consider the fact that high pay alone is unlikely to create a satisfying work environment.

25. Discussion Questions Does your organization survey employees to determine job satisfaction levels? Why or why not? If your organization does survey employees, what does your organization do to respond to the results of the survey? There is a growing focus on the role of CSR for younger generations. Do you think this is unique to just younger generations? Why?

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