ATTITUDES AND JOB SATISFACTION

ATTITUDES AND JOB SATISFACTION

1. EVALUATIVE STATEMENTES Either favorable or unfarovable about *Objects *People *Events

   • 3 COMPONENTS
     • COGNITIVE=EVALUATION Ex. If your supervisor gives to another a promotion and you thinks is unfair
       • AFFECTIVE=EMOTIONS Ex. I dislike my supervisor
         • BEHAVIORAL=ACTION Ex. I'm looking for another job

2. COGNITIVE DISSONANCE Any incompability an individual might perceive between 2 or more attitudes or between attitude and behavior

3. The attitudes that people hold determine what they do

4. RELATIONSHIP attitude predicts behavior

   • The attitude-behavior relationship is likely to be much stronger if any attitude refers to something with which we have direct personal contact
   • MODERATING VARIABLES
     • 1) Importance of the attitude 2) Its correspondace to behavior 3)Its accessibility 4)The presence of social pressures 5)Wheter the person has direct experience with the attitude

5. A positive feeling about the job resulting from an evaluation of its characteristics

   • JOB INVOLVEMENT Degree of pshycological identification with the job where perceived performance is important to self-worth
     • PSHYCOLOGICAL EMPOWERMENT Belief in the degree of influence over one´s job, competence, job meaningfulness and autonomy

6. ORGANIZATIONAL COMMITMENT Idenfitying with a particular organization and its goals amd wishing to maintain membership in the organization

   • Employees who are committed will be less likely to engage in work withdrawal even if they are dissatisfield. because they have sense of organizational loyalty

7. PERCEIVED ORGANIZATIONAL SUPPORT (POS) Degree to wich employees believe the organization values their contribution and cares about their well-beign

   • Higher when rewards are fair, employees are involved in decision making and supervisor are seen as supportive

8. EMPLOYEE ENGAGEMENT Degree of involvement + satisfaction + enthusiasm for the job

   • Engaged employees are passionated about their work and company

9. CAUSES OF JOB SATISFACTION Life satisfaction, Pay but only at one point , personality

   • CORE-SELF EVALUATION People who belive in their inner worth and basic competence

10. RESPONSES TO JOB SATISFACTION

    • Job Satisfaction and Job Performance • Happy workers are more likely to be productive workers.
    • Job Satisfaction and OCB (Organizational Citizenship Behavior) • People who are more satisfied with their jobs are more likely to engage in OCB.
    • Job Satisfaction and Customer Satisfaction • Satisfied employees increase customer satisfaction and loyalty.
    • Job Satisfaction and Absenteeism • There is a consistent negative relationship between satisfaction and absenteeism, but it is moderate to weak.
    • Job Satisfaction and Turnover • A pattern of lowered job satisfaction is a predictor of possible intent to leave.
    • Job Satisfaction and Workplace Deviance • If employees don’t like their work environment, they’ll respond somehow
    • Managers Often “Don’t Get It” • Many managers are unconcerned about employee job satisfaction. • Others overestimate how satisfied employees are with their jobs, so they don’t think there’s a problem when there is one.

11. WORK ENVIRONMENT It can de identified as the place that one work

    • GREAT PLACE TO WORK analysis of employees’ own opinions, is universal and consistent year-overyear, country-to-country. It applies not only to all organizations but to companies with diverse employee demographics.
      • ORGANIZATIONAL OBJECTIVES Inspiring, listening, speaking, thanking, caring, developing, sharing, hiring and celebrating
    • The survey offers a holistic approach to assessing satisfaction and engagement in the workplace by looking at: • the personal resources people bring to work; • the environment people are asked to work in; • the functionality that results from the combination of resources and environment; and • and a person’s overall experience at work.
      • HAPPINESS WORKS