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UB MGB 301 - Attitudes and Job Satisfaction

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Slide 1After reading this chapter you should be able to:AttitudesThree Main Components of AttitudesBehavior Follows Attitudes: Moderating VariablesMajor Job AttitudesMeasuring Job SatisfactionMeasuring Job SatisfactionJob Satisfaction by CountryWhat Causes Job Satisfaction?The Consequences of DissatisfactionThe Benefits of SatisfactionImplications for ManagersKeep in Mind…Chapter 3 Attitudes and Job SatisfactionAfter reading this chapter you should be able to:1. Contrast the three components of an attitude. 2. Summarize the relationship between attitudes and behavior.3. Compare and contrast the major job attitudes.4. Define job satisfaction and show how we can measure it.5. Identify four employee responses to dissatisfaction. 3-2AttitudesAttitudes: Evaluative statements – either favorable or unfavorable – concerning objects, people, or eventsReflect how one feels about something3-3Three Main Components of Attitudes3-4Behavior Follows Attitudes: Moderating Variables•The most powerful moderators of the attitude-behavior relationships are:ImportanceCorrespondence to behaviorAccessibilitySocial pressuresDirect personal experience•Knowing attitudes helps predict behavior3-5Major Job Attitudes•Job satisfaction•Job involvement•Psychological empowerment•Organizational commitmentAffective commitmentContinuance commitmentNormative commitment•Perceived organizational support•Employee engagement3-6Measuring Job Satisfaction•Job satisfaction: a positive feeling about a job resulting from an evaluation of its characteristics•Measuring job satisfaction:1. Single global rating methodOnly a few general questionsRemarkably accurate2. Summation score methodIdentifies key elements in the job and asks for specific feeling about them3-7Measuring Job Satisfaction3-8Job Satisfaction by Country3-9What Causes Job Satisfaction?•The Work Itself – the strongest correlation with overall satisfaction•Social Component – there is a strong correlation with how people view the social context of their work•Pay – not correlated after individual reaches a level of comfortable living3-10The Consequences of Dissatisfaction3-11The Benefits of Satisfaction•Better job and organizational performance•Better organizational citizenship behaviors (OCB – Discretionary behaviors that contribute to organizational effectiveness but are not part of employees’ formal job description)•Greater levels of customer satisfaction•Generally lower absenteeism and turnover•Decreased instances of workplace deviance3-12Implications for Managers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. 3-13Keep in Mind…Individuals have many kinds of attitudes about their job Most employees are satisfied with their jobs, but when they are not, a host of actions in response to the satisfaction might be expectedJob satisfaction is related to organizational

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