Attitudes and Emotions
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Attitudes are judgments
Emotions are experiences
We feel emotions
We think about attitudes
We experience most emotions
briefly
Many attitudes last a long time
Model of Attitudes and Behavior
Beliefs
Attitude
Feelings
Behavioral
Intentions
Behavior
Emotional
Episodes
Job Satisfaction – What is it?
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A person’s evaluation of his/her job
and work context. A collection of
attitudes about specific facets of the
job.
85% of American’s report they have
been satisfied with their jobs for the
last 10 years.
Measures of Job Satisfaction
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General or Global Job Satisfaction
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How satisfied are you with your current
job?
Facet Satisfaction:
Satisfaction with Pay, Benefits,
Supervision, Co-workers, The Job
Itself, Promotional Opportunities,
Job Satisfaction
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Employee job satisfaction is both a
function of the person and the job
environment.
Person – characteristics like education,
work experience, age, expectations,
negative or positive disposition can affect
job satisfaction
Job Environment – management style or
leadership, autonomy, work tasks, social
support, the design of the job etc.
Theories of Job Satisfaction
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Fulfillment theory – receiving more
of something on the job is better
Discrepancy theory – the perceived
gap between what one wants from
the job and what one perceives it is
offering
Equity theory – perceived equity in
the employee’s outcome/input ratio
compared to others
Theories of Job Sat. Con’t
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Intrinsic/Extrinsic – intrinsic sources
originate within the employee and
have psychological value (i.e.,
challenging work, recognition, sense
of accomplishment etc.) Extrinsic
sources originate outside of the
employee (i.e., working conditions,
relationships with co-workers,
supervisors etc.)
Job Satisfaction and Behavior
Job
dissatisfaction increases
turnover, absenteeism, theft
Weak to moderate association
with job performance
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Why isn’t this stronger?
Satisfaction - Performance
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General attitudes (job sat.) don’t
predict specific performance
behaviors very well. Dissatisfied
employees can still put out effort
and work productively while
complaining, looking for another job
or waiting for something to be fixed.
Satisfaction - Performance
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Job Performance leads to Job
satisfaction but only when
performance is linked to valued
rewards. Higher performers receive
more rewards, consequently they
are more satisfied.
Many organizations don’t reward
good performance
Satisfaction - Performance
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Job satisfaction might influence
motivation but this isn’t real
predictive of actual performance.
The job sat. --->performance
relationship is strongest when
employees have control at work and
more freedom.
Organizational Commitment
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Affective commitment
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Emotional attachment to,
identification with, and
involvement in an organization
Continuance commitment
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Belief that staying with the
organization serves your
personal interests – too costly to
quit
Commitment is Related to
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Turnover
Absenteeism
Customer Satisfaction
Competitive Advantage
Work Motivation
Organizational Citizenship
Possible Negative Consequences of
Continuance Commitment
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Low-cost loans, stock options,
deferred bonuses may tie
employees to the company
Continuance commitment is not
necessarily loyalty
Building Organizational
Commitment
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Maintain fairness, values, and
integrity
Provide some job security
Support organizational
comprehension - communicate
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Involve employees in decisions
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Build trust