WORKRELATED ATTITUDES:

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Chapter
Three
WORK-RELATED ATTITUDES FEELINGS ABOUT JOBS
ORGANIZATIONS AND PEOPLE
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Attitudes - relatively stable clusters of
feelings beliefs and behavioral intentions
toward specific objects people or
institutions Work-related attitudes - pertain
to any aspect of work or work settings
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Three Essential Components of Attitudes -ABC
Model Affect or emotional component - our liking
or disliking of any particular person item or
event - feeling aspect Behavioral component -
our predisposition to behave in a way
consistent with our beliefs and feelings about
an object - may not be predictive of ones
behavior Cognitive component - what we believe
whether true of false about an attitude
object - knowledge aspect
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• Attitude Formation- attitudes are learned
• Influences
• Direct Experience
• Social Learning

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Job Satisfaction - positive or negative attitudes
held by individuals toward their jobs Are
People Generally Satisfied with Their Jobs -
overall most satisfied Certain groups more
satisfied than others - white-collar older
more experienced Some individuals always more
satisfied Dispositional model - job
satisfaction is a characteristic that stays with
people across situations
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Measuring Job Satisfaction - several useful
techniques have been developed Rating scales
and questionnaires - most common approach
Critical incidents - employees describe incidents
they found satisfying or dissatisfying
Interviews - explore attitudes more deeply -
particularly effective in gathering reactions to
complex and difficult situations
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Theories of Job Satisfaction - address what makes
people satisfied with their jobs and the
underlying processes
Two-factor theory -satisfaction and
dissatisfaction stem from different groups of
variables
- satisfaction - job content
- dissatisfaction - physical and social aspect
Value theory - job satisfaction depends on the
match between the outcomes individuals value in
their jobs
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Consequences of Job Dissatisfaction
Employee withdrawal - actions that enable
employees to escape adverse organizational
situations due to less satisfaction Chronic
absenteeism
Voluntary turnover
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Guidelines for Promoting Job Satisfaction Make
jobs fun Pay people fairly Match people to
jobs that fit their interests Avoid boring
repetitive jobs
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Organizational Commitment - degree to which
people are involved with their organizations
and are interested in remaining within them
Varieties of Organizational Commitment
Continuance commitment
Affective commitment
Normative commitment
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Why Strive for a Committed Workforce Committed
employees are less likely to withdraw Committed
employees are willing to sacrifice for the
organization
Approaches to Developing Committed
Employees Enrich jobs - give employees control
over their jobs and recognize their important
contributions Align company and employee
interests Profit-sharing plans - incentive
plans in which employees receive bonuses in
proportion to the companys profitability Recr
uit and select new employees whose values closely
match those of the organization -
investments in employees likely to prompt the
return investment of employee energy in the
company