Copyright © 2002 by South-Western 6–1 Chapter 6 AttitudesAttitudes Job SatisfactionJob...

Copyright © 2002 by South-WesternCopyright © 2002 by South-Western 6–6–11

Chapter 6Chapter 6

•AttitudesAttitudes

• Job SatisfactionJob Satisfaction

•Organizational CommitmentOrganizational Commitment

•OwnershipOwnership


Attitudes and Their ComponentsAttitudes and Their Components

•AttitudeAttitude An individual’s predisposition to think, feel, perceive, An individual’s predisposition to think, feel, perceive,

and behave in certain ways toward a particular tangible and behave in certain ways toward a particular tangible or intangible phenomenon (or intangible phenomenon (attitude object)attitude object)..

Cognitive componentCognitive component—what we know, or think we —what we know, or think we know, about the attitude object.know, about the attitude object.

Affective componentAffective component—the feelings a person has —the feelings a person has toward an attitude object.toward an attitude object.

Behavioral tendency component—the way an Behavioral tendency component—the way an individual is inclined to behave toward an attitude individual is inclined to behave toward an attitude object.object.

Attitudes develop over time and are resistant to change.Attitudes develop over time and are resistant to change.


Illustration of theIllustration of theAttitude Attitude Behavior Relationship Behavior Relationship

Affective

Component

Cognitive

Component Attitude

Behavioral

Tendency

Component

Behavior Toward

Attitude Object

FIGURE 6FIGURE 6–1–1


Attitude FormationAttitude Formation

•Personal experiencePersonal experience Coming into direct contact with an attitude object Coming into direct contact with an attitude object

creates perceptions about the object’s characteristics creates perceptions about the object’s characteristics which are transformed into an attitude about the object.which are transformed into an attitude about the object.

•AssociationAssociation The transference of parts The transference of parts

or all of an attitude about an or all of an attitude about an old object to a new old object to a new attitude object.attitude object.


Attitude FormationAttitude Formation

• Social learningSocial learning The influence of persons with whom an individual works The influence of persons with whom an individual works

on the formation of the individual’s attitudes.on the formation of the individual’s attitudes.

•HeredityHeredity The transmission from parents The transmission from parents

to offspring of certain defining to offspring of certain defining characteristics; a genetic characteristics; a genetic predisposition to behave predisposition to behave or think in certain ways.or think in certain ways.


Attitude ChangeAttitude Change

• Strategies for changing an attitude:Strategies for changing an attitude: Present new information (cognitive component).Present new information (cognitive component). Present a different emotional reaction to the attitude Present a different emotional reaction to the attitude

object (affective component).object (affective component). Provide a new experience with the attitude object that Provide a new experience with the attitude object that

conflicts with prior experience.conflicts with prior experience. Create new associations for the attitude object.Create new associations for the attitude object. Use others more experienced with the attitude object for Use others more experienced with the attitude object for

social learning.social learning. Change the behavior associated with the attitude.Change the behavior associated with the attitude.


Attitude Change (cont’d)Attitude Change (cont’d)

•Cognitive dissonanceCognitive dissonance An unpleasant psychological state that occurs when a An unpleasant psychological state that occurs when a

person possesses conflicting thoughts person possesses conflicting thoughts about an attitude object.about an attitude object.


Work-related AttitudesWork-related Attitudes

• Job satisfactionJob satisfaction The attitude that results from the appraisal of one’s job The attitude that results from the appraisal of one’s job

as attaining or enabling the attainment of one’s as attaining or enabling the attainment of one’s important job values.important job values.

Positive job attitudes arise when Positive job attitudes arise when jobs enable persons to jobs enable persons to attain their values.attain their values.


Work-related Attitudes (cont’d)Work-related Attitudes (cont’d)

•Facets of job satisfactionFacets of job satisfaction Job contentJob content—what is done on the job—what is done on the job Job contextJob context—the environment in which the job is done—the environment in which the job is done

•Overall job satisfactionOverall job satisfaction A combination of facet satisfactions A combination of facet satisfactions

that describes a person’s overall that describes a person’s overall affective reaction to a set of affective reaction to a set of work-related factors.work-related factors.



•Causes of job satisfactionCauses of job satisfaction Experience with the work environment and job contentExperience with the work environment and job content Association of the current job with past Association of the current job with past

occupations/jobsoccupations/jobs Social learning from othersSocial learning from others

in the workplacein the workplace Genetic predispositionsGenetic predispositions Individual personalitiesIndividual personalities Organization goals and Organization goals and

management actionsmanagement actions



•Measuring job satisfactionMeasuring job satisfaction Observing worker behaviorObserving worker behavior Interviewing workers about satisfaction levelsInterviewing workers about satisfaction levels Distributing questionnaires to obtain information Distributing questionnaires to obtain information

systematicallysystematically Measurement instruments:Measurement instruments:

Faces (Kunin)Faces (Kunin) Minnesota Satisfaction Minnesota Satisfaction

Questionnaire (MSQ)Questionnaire (MSQ) Job Descriptive Index (JDI)Job Descriptive Index (JDI)


Job Descriptive Index Item for Measuring Job Descriptive Index Item for Measuring Job SatisfactionJob Satisfaction

Directions: Think of your present work. What is it like most of the time?

Circle YES if it describes your work. Circle NO if it does NOT describe your work. Circle ? if you cannot decide.

a. Fascinating Yes No ?

b. Routine Yes No ?

c. Satisfying Yes No ?

d. High-pressure job Yes No ?

e. Boring Yes No ?

TABLE 6TABLE 6–1–1Source: Adapted from P.C. Smith, L.M. Kendall, and C. L. Hulin. 1969. The measurement of satisfaction in work and retirement. Chicago: Rand McNally.



•Consequences of job satisfactionConsequences of job satisfaction Employees are less likely to:Employees are less likely to:

Consider quittingConsider quitting Be absent or tardyBe absent or tardy Refuse to be good organizational citizensRefuse to be good organizational citizens

Job performance does not appear to have a significant Job performance does not appear to have a significant relationship to job satisfaction.relationship to job satisfaction.


Organizational CommitmentOrganizational Commitment

•Organizational commitmentOrganizational commitment The relative strength of an individual’s identification The relative strength of an individual’s identification

with and involvement in a particular organization.with and involvement in a particular organization.

•Components of organizational commitmentComponents of organizational commitment Affective commitment—an emotional attachment to the Affective commitment—an emotional attachment to the

organization and its mission.organization and its mission. Normative commitment—the belief that commitment is a Normative commitment—the belief that commitment is a

“right” thing to do and is based on the employee’s “right” thing to do and is based on the employee’s moral and personal value systemmoral and personal value system

Continuance commitment—organizational commitment Continuance commitment—organizational commitment based on the costs an employee associates with leaving based on the costs an employee associates with leaving the organization.the organization.


Causes and Consequences of Causes and Consequences of Organizational CommitmentOrganizational Commitment

Personal

Characteristics

Job/Role

Expectations

Organizational

Commitment

Propensity

Initial Work

Experience

Experienced

Meaningfulness

Psychological

Ownership

Experienced

Responsibility

Employability

Organizational

Commitment

Turnover

Behavioral

Intention

Absenteeism

Behavioral

Intention

Turnover

Behavior

Absenteeism

Behavior

Job Choice

Factors



Major Causes of Job Satisfaction and Major Causes of Job Satisfaction and Organizational CommitmentOrganizational Commitment

Individual Characteristics:Dispositional Affectivity(including genetic pre-dispositions)GenderTenure/Career StageWork-Family ConflictMentor/Protégé Status

Work Environment Characteristics:Perceived DiscriminationFair and Flexible Policies and ProceduresNonhazardous WorkplaceSupervisor and Co-worker SupportPerceptions of ControlPromotional Opportunities

Job Satisfaction andOrganizational Commitment


Source: S. Lease. 1998. Annual review, 1993–1997: Work attitudes and outcomes. Journal of Vocational Behavior 53:154–183.


Job and Work InvolvementJob and Work Involvement

• Job involvementJob involvement An employee’s psychological involvement with a An employee’s psychological involvement with a

particular job.particular job.

•Work involvementWork involvement An employee’s devotion to or alienation from work in An employee’s devotion to or alienation from work in

general.general.

• Job and work involvement aspectsJob and work involvement aspects The conscious desire and choice to participate or avoid The conscious desire and choice to participate or avoid

work or a job.work or a job. The centrality or marginality of work to an individual.The centrality or marginality of work to an individual. The importance of the work to a person’s self-concept.The importance of the work to a person’s self-concept.


Psychological OwnershipPsychological Ownership

•Psychological ownershipPsychological ownership The state in which an individual feels as though the The state in which an individual feels as though the

target of ownership (or a piece of that target) is theirs.target of ownership (or a piece of that target) is theirs.

•Psychological ownership develops through:Psychological ownership develops through: Empowerment through the control of the workEmpowerment through the control of the work Self-management opportunitiesSelf-management opportunities Expanded roles in managing the production processExpanded roles in managing the production process Participation in problem solvingParticipation in problem solving


Causes and Consequences of Causes and Consequences of Employee Psychological OwnershipEmployee Psychological Ownership

Organizational Citizenship Behavior

Assumption of Responsibility

Satisfaction

Organizational Commitment

Assumption of Personal Risk for

the Target of Ownership

Information

(Intimate Knowledge)

Influence

Investing of Oneself

Involvement

Opportunities

Psychological

Ownership

ANTECEDENT CONDITIONS CONSEQUENT CONDITIONS



The Management of Employee Attitudes The Management of Employee Attitudes

•Organizational influences on employee Organizational influences on employee attitudesattitudes

Structure

Climate

Culture

Job Design

Technology

Policies

Co-WorkersPay

Security

WorkingConditions

TheEmployee’sAttitudes,

Feelings, Beliefs,Intentions


Copyright © 2002 by South-Western 6–1 Chapter 6 AttitudesAttitudes Job SatisfactionJob...

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