Ch-3

Attitude and Job Satisfaction

Attitudes, Emotions and Behavior
Perceived Environment
Cognitive Emotional
process process

Beliefs
Emotional
Attitude Feelings Episodes

Behavioral
Intentions

Behavior
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 Attitudes
Attitudes Cognitive component
The opinion or belief segment
Evaluative of an attitude.
statements or Affective Component
judgments The emotional or feeling segment
concerning of an attitude.
objects, Behavioral Component
people, or An intention to behave in a certain
way toward someone or something.
events.
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 Types of Attitudes
Job Satisfaction
A collection of positive and/or negative feelings that
an individual holds toward his or her job.
Job Involvement
Identifying with the job, actively participating in it,
and considering performance important to self-worth.
Organizational Commitment
Identifying with a particular organization and its
goals, and wishing to maintain membership in the
organization. OB-SKYLARK-TULSI
 The Effect of Job Satisfaction on
•
Employee
Satisfaction and Productivity
Performance
– Satisfied workers aren’t necessarily more productive.
– Worker productivity is higher in organizations with more satisfied
workers.
• Satisfaction and Absenteeism
– Satisfied employees have fewer avoidable absences.
• Satisfaction and Turnover
– Satisfied employees are less likely to quit.
– Organizations take actions to retain high performers and to weed
out lower performers.
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 The Theory of Cognitive Dissonance
• Leon Festinger, in the late 1950s, proposed the Cognitive
Dissonance Theory, seeking to explain the linkage between first
attitudes and then behavior. He argued that any form of
inconsistency is uncomfortable and that individuals will attempt to
reduce the dissonance. No individual can completely avoid
dissonance. However, if the elements creating the dissonance are
relatively unimportant, the pressure to correct this imbalance will
be low. If the dissonance is perceived as an uncontrollable result,
they are less likely to be receptive to attitude change. The inherent
tension in high dissonance tends to be reduced with high rewards.

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 How Employees Can Express
Dissatisfaction
Exit Voice
Behavior directed toward Active and constructive
leaving the organization. attempts to improve
conditions.
Loyalty Neglect
Passively waiting for Allowing conditions to
conditions to improve. worsen.

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Responses to Job Dissatisfaction

EXHIBIT 3-6
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 Job Satisfaction
• A person's evaluation of his or her job and work context
• A collection of attitudes about specific facets of the job
Job
Content Supervisor

Job
Career Progress Satisfaction Co-workers

Pay and Working

Benefits Conditions
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EVLN: Consequence of
Dissatisfaction
• Leaving the situation
Exit • Quitting, transferring

• Changing the situation

Voice • Problem solving, complaining
• Patiently waiting for the
Loyalty situation
to improve
• Reducing work effort/quality
Neglect • Increasing absenteeism
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 Building Organizational
Commitment
• Apply humanitarian values
Justice & support
• Support employee wellbeing

Shared values • Values congruence

• Employees trust org leaders

Trust
• Job security supports trust
Organizational • Know firm’s past/present/future
comprehension • Open and rapid communication
Employee • Employees feel part of company
involvement • Involvement demonstrates trust
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Reference slides

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 Career Planning Process
Your Strengths Your Needs
Your Interests
(e.g., creativity, (e.g., income, growth,
(e.g., people, math, science)
leadership, writing) personal fulfillment)

Identify Career
Possibilities

Occupational Networking, Internships, Job CareerOneStop Job

Outlook Summaries Shadowing, Volunteering Summaries & Videos

Evaluate/Select a
Career
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Career Planning Process
1. Get motivated
2. Self Analysis
3. Develop a list of jobs to consider
4. Get on-line information for evaluation
5. Evaluate job options
6. Prepare a job comparison summary
7. Talk toOB-SKYLARK-TULSI
people in occupations of strong
Coaching and Mentoring
• Coaching focuses on job performance
by immediate supervisor
• Mentoring is broader and focuses on
general career and personal
development.
• Read “ Coaching the Caterpillar to Fly”
• Make your own snake ladder plan.
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 Group-Focused Attention to Task
• Clarity
• Focus
• Results

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Group Relations

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Group Relations- Spiral

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The greater danger for most of us lies not in setting
our aim too high and falling short; but in setting our
aim too low, and achieving our mark.  

Michelangelo Buonarroti

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THANK YOU MY OB FAMILY

•Smile gently
•Take long breathing and be calm

•Be analytical but not emotional and

defend everything
•Complete all assignments on time
and submit without any delay.
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Thank You