Chapter 3: Attitudes and Job Satisfaction
Chapter 3: Attitudes and Job Satisfaction MGMT 3720
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This 4 page Class Notes was uploaded by Alora Lornklang on Wednesday February 3, 2016. The Class Notes belongs to MGMT 3720 at University of North Texas taught by Dr. James D. Powell in Spring 2016. Since its upload, it has received 36 views. For similar materials see Organizational Behavior in Business at University of North Texas.
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Date Created: 02/03/16
MGMT 3720 Organizational Behavior Chapter Review Chapter 3: Attitudes and Job Satisfaction 1. Contrast the three components of an attitude. Attitudes: o Evaluative statements or judgments concerning objects, people, or events. The three components of attitude are: o Cognitive: The opinion or belief segment of an attitude o Affective: The emotional or feeling segment of an attitude. o Behavioral: An intention to behave a certain way toward someone or something 2. Summarize the relationship between attitudes and behavior. Festinger argues that attitudes follow behavior. Cognitive dissonance: Any incompatibility between two or more attitudes or between behavior and attitudes. Festinger proposed that the desire to reduce dissonance depends on three factors: o Importance of elements creating it o The degree of influence we believe to have over them o Rewards of dissonance Moderating Variables o Importance of the attitude o Correspondence to behavior o Accessibility o The presence of social pressures o Whether the person has direct experience with the attitude. Important attitudes reflect our fundamental values, selfinterest, or identification with individuals or groups we value. These attitudes tend to show a strong relationship to our behavior. 3. Compare and contrast the major job attitudes. Job satisfaction o A positive feeling about one’s job resulting from an evaluation of its characteristics. Job involvement: o The degree to which a person identifies with a job, actively participates in it, and considers performance important to selfworth. o Psychological empowerment: Employees’ belief in the degree to which they affect their work environment, their competence, the meaningfulness of their job, and their perceived autonomy in their work. Organizational Commitment o The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization. Perceived organizational support (POS) o The degree to which employees believe an organization values their contribution and cares about their wellbeing. Employee Engagement o An individual’s involvement with, satisfaction with, and enthusiasm for the work he or she does. 4. Describe job satisfaction and show how we can measure it. Again, Job satisfaction is a positive feeling about a job resulting from an evaluation of its characteristics. Method 1: The single global rating o A response to one question, such as “All things considered, how satisfied are you with your job?” o Respondents circle a number 1 to 5 from “highly satisfied” to “highly dissatisfied.” Method 2: The summation of job facets. o Identifies key elements in a job such as the nature of the work, supervision, present pay, promotion opportunities, and relationships with coworkers. o Respondents rate these on a standardized scale, and researchers add the ratings to create the overall job satisfaction scale. 5. Summarize the main causes of job satisfaction. Interesting jobs that provide training, variety, independence, and control satisfy most employees. Study shows that job satisfaction is positively correlated with life satisfaction, in that your attitudes and experiences in life spill over into your job approaches and experiences. Interdependence, feedback, social support, and interaction with coworkers outside of work are strongly related to job satisfaction. There isn’t much of a relationship between job satisfaction and money. Core selfevaluations (CSEs): Bottomline conclusions individuals have about their capabilities, competence, and worth as a person. 6. Identify four employee responses to dissatisfaction. Exit: o Dissatisfaction expressed through behavior directed toward leaving the organization. Voice: o Dissatisfaction expressed through active and constructive attempts to improve conditions. Loyalty: o Dissatisfaction expressed by passively waiting for conditions to improve. Neglect: o Dissatisfaction expressed allowing conditions to worsen. Job Satisfaction and Job Performance = Positive relationship Job Satisfaction and OCB = Positive relationship Job Satisfaction and Customer Satisfaction = Positive relationship Job Satisfaction and Absenteeism = Negative Relationship Job Satisfaction and Turnover = Negative Relationship Job Satisfaction and Workplace Deviance = Negative Relationship Managers often “Don’t Get It” o Managers overestimate how satisfied employees are with their jobs so they don’t think there’s a problem when there is.
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