Chapter

1. Chapter Three WORK-RELATED ATTITUDES: FEELINGS ABOUT JOBS, ORGANIZATIONS, AND PEOPLE

2. 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

3. 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 one’s behavior Cognitive component - what we believe, whether true of false, about an attitude object - knowledge aspect

4. Attitude Formation- attitudes are learned • Influences: • Direct Experience • Social Learning

5. 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

6. 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

7. 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

8. Consequences of Job Dissatisfaction: Employee withdrawal - actions that enable employees to escape adverse organizational situations due to less satisfaction Chronic absenteeism Voluntary turnover

9. Guidelines for Promoting Job Satisfaction Make jobs fun Pay people fairly Match people to jobs that fit their interests Avoid boring, repetitive jobs

10. 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

11. 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 company’s profitability Recruit 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