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Chapter 3 Summary

by: ckcheer12

Chapter 3 Summary MGT 551


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These notes are an overview of chapter 3.
Organizational Behavior
Huang Yungong
Class Notes
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This 4 page Class Notes was uploaded by ckcheer12 on Wednesday June 15, 2016. The Class Notes belongs to MGT 551 at Murray State University taught by Huang Yungong in Summer 2016. Since its upload, it has received 5 views. For similar materials see Organizational Behavior in Business, management at Murray State University.


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Date Created: 06/15/16
Chapter 3 ­ Attitudes and Job Satisfaction Attitude is defined as evaluative statements­either favorable or unfavorable­ about  objects, people or events (Robbins & Timothy A. Judge, 2015). Attitude demonstrates how we  feel or how we express our feelings about something . In order for us to interpret our own  meanings of attitude, we need to understand the three key components of attitudes; cognitive,  affective, and behavioral . Cognitive component also known as evaluation, is the opinion or belief segment of an attitude (Robbins & Timothy A. Judge, 2015). An example , “I believe spiders are  dangerous”. This leads right in to the affective component which is stated as the feeling portion  of attitude, an example , “I am scared of spiders”. Finally, the affective component of attitude  leads to behavioral component  Behavioral component describes an intention to behave in a  certain way toward someone or something (Robbins & Timothy A. Judge, 2015)  An example of  this is, “I will avoid spiders and will scream if I see one”. Relationship between attitudes and behavior From early research we have assumed that attitudes are related to behavior, showing that  people’s attitudes determine what they do. Where in the 1960’s, Leon Festinger, stated that  instead attitudes follow behavior. Festinger proposed that cases of attitude following behavior  illustrate the effects of cognitive dissonance, any incompatibility an individual might perceive  between two or more attitudes or between behavior and attitudes. Any form of inconsistency is  uncomfortable and that individuals will therefore attempt to reduce it (Robbins & Timothy A.  Judge, 2015). Although everyone wishes they could get rid of dissonance, but it’s unavoidable.  You tell your children to floss but you yourself don’t do it. Festinger focused on these three ways to reduce dissonance; influence, importance and rewards. Most people believe in Festinger’s  method of attitudes follow behavior, but others argue that there is no relationship at all, but by  using moderating variables you can strengthen the link. The most powerful moderators of the  attitudes relationship are the importance of the attitude, its correspondence to behavior, its  accessibility, the presence of social pressures, and whether a person has direct experience with  the attitude (Robbins & Timothy A. Judge, 2015). Major job attitudes Job satisfaction is a major key in all industries. This is a positive or negative attitude that  can be portrayed in the workforce. People with a high amount of satisfaction share positive  feelings while people with low amounts of satisfaction share negative feelings. Job involvement  related to job satisfaction where it focuses on how much someone identifies with a job.  Employees with high involvement care about the work they do and show higher work  performance. These ultimately lead up to psychological empowerment; how the employee feels  they can impact their work environment and portray the meaningfulness of their job. On the other hand, organizational commitment comes into play which is the degree to  which an employee identifies with a particular organization and its goals and wishes to maintain  membership in the organization (Robbins & Timothy A. Judge, 2015). There is a positive  correlation between commitment and performance especially with new employees and also  weaker experienced workers. The positive impact of employees who are committed is shown  through company loyalty and attachment. Also perceived organizational support is a huge factor  within the organization because they need to make sure they correlate the organizations values  and how that will contribute to the employee’s well­being.  Job Satisfaction Job satisfaction has increased over the past few years from the 2007 economic  contraction. In a study based on employee satisfaction by country the U.S. came in 5 . A direct  correlation is shown between job satisfaction and factors such as pay, promotion, supervision,  and co­workers. I found it interesting that a recent study found that people who work in  companies with less than 100 people, who either supervise or are a caregiver, and are not in their  40’s seem to have the highest job satisfaction and are happy with their jobs. With that being said  job satisfaction has a lot to do with job conditions but also personality comes into play.  Dissatisfaction responses  In the workforce there are 4 different types of responding to job dissatisfaction and how  they differ between constructive/destructive and also active/passive. The first response is EXIT,  where dissatisfaction is expressed in a behavioral way which is directed to leaving the company,  this demonstrates active and passive responses. VOICE, is an active and constructive way to try  and improve conditions. LOYALTY, is passive and constructive in waiting for the conditions to  improve themselves. Last is NEGLECT, this is shown by allowing the conditions to worsen  which is passive and destructive. Summary Attitudes need to be carefully overviewed by managers because attitudes show warning  signs that could potentially cause problems or influence different types of behaviors. Job  satisfaction is key in the workforce to have positive organizational performance. Mangers have a  major role in dealing with attitudes in the workforce ultimately to improve customer satisfaction  and overall profit. 


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