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Attitudes

Attitudes. Attitudes are predispostions to act As an ID, they affect behavior both directly and indirectly They help us understand present and past behavior of others Provide an “early warning” for future behavior. Job Satisfaction Professional Commitment Organizational Commitment

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Attitudes

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  1. Attitudes Attitudes are predispostions to act As an ID, they affect behavior both directly and indirectly They help us understand present and past behavior of others Provide an “early warning” for future behavior

  2. Job Satisfaction Professional Commitment Organizational Commitment Job Involvement Examples of Work-Related Attitudes

  3. Job Satisfaction • Why should managers be interested in job • satisfaction? • 2. How satisfied is today’s workforce? • 3. Why isn’t job satisfaction more strongly related to • performance? • 4. What determines satisfaction?

  4. Value Judgment Economic Judgment Social Judgment Public Relations Judgment 1. Why Should Managers be interested in Job Satisfaction?

  5. 2. How Satisfied is today’s workforce? Depends on how it is measured 1. Global Measure (e.g., Gallup Poll, Aug 7-10,2008) “How satisfied are you with your current job?” Completely satisfied 48% Somewhat satisfied 42% Somewhat dissatisfied 7% Completely dissatisfied 2% Not sure 1%

  6. How satisfied are workers: continued • Surrogate Measure • “If you could start your work life over again, • would you choose the same occupation again?” • Professional/White Collar Working Class • University Professors Printers • Physicists Skilled auto workers • Biologists Skilled steel workers • Lawyers Textile workers • Journalists Unskilled auto workers • Other Other % who would choose similar work again

  7. How satisfied are workers: continued • Facet Measure – Job Descriptive Index • Work itself • Supervision • Pay • Coworkers • Opportunities for advancement/promotion

  8. Employee Satisfaction 1995-2008 1995 2000 2002 2008* Overall 58.6% 50.7% 50.5% 48% Interest in work-JDI 65.0% 57.5% 57.7% Supervisor-JDI 55.6% 53.5% 54.6% 53% Wages (pay)-JDI 39.3% 35.6% 36.6% 28% Co-workers-JDI 64.4% 59.0% 58.1% 69% Promotion policy-JDI 23.4% 22.2% 22.0% 35% Job security 48.6% 50.2% 50.0% 55% Health plan 44.2% 40.2% 39.7% 40% Vacation policy 56.3% 50.7% 50.7% 51% On-the-job stress 27% Source: The Conference Board, Bulletin to Management 9-19-02 *=“% completely satisfied” from Gallup poll, 2008

  9. 3. Satisfaction and Performance • Can a specific attitude predict a general measure • of output? • 2. Constraints on performance in many jobs. • Technological constraints • Social constraints (peer pressure) • 3. Direction of Causality is not clear. • Does S P? • Does P S? • Are they both caused by something else?

  10. Satisfaction and Performance: continued Extrinsic Rewards Intrinsic Rewards a Performance Satisfaction b

  11. 4. What determines satisfaction? Individual Factors personality status/seniority in the organization commitment needs? life satisfaction genetics

  12. What determines satisfaction:continued Organizational Factors Perceived fairness of rewards Perceived quality of supervision Pleasant working conditions/co-workers Job design

  13. Professional Commitment Organizational Commitment Job Involvement Union Commitment Commitment to one’s Team Types of Work Commitment

  14. Identification (with the profession & fellow professionals) Belief in Service (e.g., Code of Ethics) Self-Regulation Sense of Calling (Commitment) Belief in importance of Autonomy Specialized Expertise Attributes of a Profession

  15. Types of Organizational Commitment Affective Continuance or O.C. Calculative O.C. Goal Congruence Side-bets Desire to continue working for an organization Need to continue Working for an organization

  16. Employers have not demonstrated loyalty to employees. Societal Values are Changing Unmet Expectations Std of living Rate of advancement Jobs do not foster commitment Why the decline in Commitment?

  17. Why should companies care about OC? ROI for companies with high OC employees Absenteeism Turnover Customer Satisfaction Effort Theft Job Satisfaction Willingness to Relocate

  18. An Interactive Model of Commitment High Low Lone Wolves Institutional Stars Job Involvement Apathetic Employees Corporate Citizens Low High Organizational Commitment

  19. Blau & Boal Model Predictions Type of Important Impact of Meaning of Employee JI OC Job Aspects Vol. T/O Absence Institutional H H All Aspects Dysfunctional Medical Stars (Work,Growth Pay, Co-workers Supervisor) Lone Wolves H L Work Mixed (depends Career Working on task inter- Enhancing Conditions dependence) Corporate L H Co-Worker Mixed Medical Citizens Apathetics L L Pay Functional Calculative

  20. Restoring Commitment Commitment Focus Changeability Managerial Action Job Involvement Job Changeable Job Design, Use of Attitude teams, empowerment Affective O.C. Org. Promote identity within firm, improve communications, team building, reduce work-family conflict Continuance OC Org. Increase side bets Seniority based rewards Professional C. Career Deep-seated Sponsor continuing ed. Attitude mentorship, pay-for- skill reward systems

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