Attitudes and Job Satisfaction 09 20 2014 Job Satisfaction lecture 1 Attitudes Evaluate statements or judgments concerning objects people or events Three components of an attitude In practice all 3 are normally in unity Moderating Variables contingency variable Either strengthen or weaken relationship between variable The most powerful moderators of the attitude behavior relationship are Impact how strongly a particular attitude predicts a given behavior o Important of the attitude o Correspondence to behavior o Accessibility o Existence of social pressures on behavior o Personal and direct experience with the attitude o o Examples Existence of social pressures Personal and direct experience with attitude Strong social pressures may cause A conservative to behave or agree with liberal views based on the views of the people in the room Job Satisfaction A positive feeling about one s job resulting from an evaluation of its characteristics Measuring Job Satisfaction o Two approaches Single global rating overview pretty predictable but not very diagnostic knowing someone is satisfied dis doesn t give employer the reason as to why they feel this way all in all how satisfied are you with your job Summation score more specific and diagnostic Pay Promotion opportunities Job itself Co workers Supervision How satisfied are people in their jobs o Average job satisfaction levels among US workers have been consistently high over past 30 years o However average satisfaction levels dropped dramatically during the recent economic recession that began in 2008 About 50 of workers now report being satisfied o Satisfaction levels also depends on Facets of satisfaction tend to be less satisfied with pay and promotion opportunities than with other facets Job Satisfaction Causes variables o Nature of Job challenge variety independence more satisfied with these o Social Context supervisors coworkers how well you get along big role o Pay After about 40 000 per year in the US there is no relationship Influences job satisfaction only to a point between amount of pay and job satisfaction Money may increase motivation but it does not necessarily make us happier or increase job satisfaction NO LINEAR RELATIONSHIP BTWN PAY AND JOB SATISFACTION o Personality Negative people are usually dissatisfied with their jobs Those with positive core self evaluation are more satisfied with their jobs Believes in their inner worth and basic confidence someone who has high positive core self evaluation also tend to have higher levels of job satisfaction Effects of Job Satisfaction help us predict employee job behaviors o Productivity o Absenteeism o Turnover o OCB s o Deviance o Customer Satisfaction satisfied workers are more productive correlation o Job Performance o Organizational Citizenship Behaviors in citizenship behaviors moderate correlation satisfied workers more likely to engage satisfied workers increase customer satisfaction and satisfied employees are less likely to miss work moderate o Customer Satisfaction loyalty correlation o Absenteeism correlation o Turnover o Workplace Deviance satisfied employees are less likely to quit correlation satisfied employees are less deviant correlation Bottom Line Impact of Job Satisfaction o Growing body of evidence shows that effects of job satisfaction extend beyond impact on individual level variables Study by workforce management showed stock price for companies with highly satisfied employees increased 19 4 compared to 10 increase in companies with employees with medium to low satisfaction Another study job satisfaction had a significant positive impact on company sales and profits Summary Work attitudes such as job satisfaction are important because they can affect Managers should measure employee job satisfaction at regular intervals so they are employee behavior aware of potential problems Consider the major causes of job satisfaction as ways to increase satisfaction levels Degree to which employee identifies psychologically with their job and considers their performance important to self worth Other Work Attitudes Lecture 2 Job Involvement Positively correlated with o OCB s o Performance Employee Engagement Degree of involvement with satisfaction with and enthusiasm for one s job o Passion for work New concept and still debating its usefulness o Ongoing research to determine extent of overlap with traditional attitudes ex Job satisfaction job involvement Organizational Commitment Three Dimensions o Affective want to Emotional attachment to organization Degree of identification with organization and its goals and willingness to maintain membership o Continuance o Normative o Affective Organization economic value of staying have to moral or ethical obligations should commitment modestly related to Performance have a lot of commitment perform better Absenteeism more committed less likely to not show up Turnover more committed less likely to quit 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 o OCB s engage in citizenship behavior o Performance Are Job Attitudes Distinct Yes and NO NO o Some degree of overlap among various attitudes o Employee engagement example Yes o Not perfectly correlated o While there is some overlap attitudes are distinguishable from one another OB researchers continue to work on delineating how each construct makes unique contribution to understanding employee behavior Summary Attitudes other than job satisfaction are important Overlap among them but distinct enough to be separate constructs Emotions Moods and Stress 09 20 2014 Mood and Emotion Basics Lecture 1 Why Should We Care Moods and emotions have potentially important effects on behavior in organizations Being sensitive to others emotional states and know how to manage one s own emotions are useful skills to have in workplace History of Emotions and Mood in OB Largely ignored Why high rational and objective place o Myth of Rationality emotions were seen as irrational managers worked to make emotion free environments o View of Emotionality negative emotions were believed to be disruptive and harmful to productivity did not consider the potential effect of positive emotions on performance o Current View Emotion cant be removed from workplace Affect very broad