Chapter 3 attitude and job satisfaction ppt
People are willing to live with some discomfort, but the degree to which this is true depends on the importance of the elements, how much influence the individual has on the situation, and the rewards available.
Measure job attitude
Consider the meanings we derive from work social identity, accomplishment, achievement. Theory: rewards cause both satisfaction and performance Managerial implication — right rewards allocated in the right way will positively influence both performance and satisfaction. Here, we can also explore how job satisfaction relates to job performance, organization citizenship behavior OCB , customer satisfaction, and absenteeism. How do emotions and moods influence behavior? Helping others realize job satisfaction is considered one hallmark of effective managers. Research shows that strong emotional commitments to the organization are much more powerful than rational commitments in positively influencing performance. Affects have important implications not only for our lives in general but also our behavior at work.
Norms for emotional expression vary across cultures. Someone with high job involvement psychologically identifies with her or his job, and, for example, would be expected to work beyond expectations to complete a special project.
Finally, the attitude—behavior relationship is likely to be much stronger if an attitude refers to something with which we have direct personal experience. On the other hand, counterproductive workplace behaviors are associated with some form of job dissatisfaction, they purposely disrupt relationships, organizational culture, or performance in the workplace.
Interpersonal organizational citizenship behaviors have individuals doing extra things that help others. They are always associated with a source—someone or something that makes us feel the way we do. Performance leads to rewards that, in turn, lead to satisfaction.
What are the major job attitudes and in what ways are they alike
Emotional labor — relates to the need to show certain emotions in order to perform a job well. The first is that job satisfaction causes performance; in other words, a happy worker is a productive worker. The JDI measures five facets of job satisfaction. Self-management — The ability to think before acting and control disruptive impulses. Affect Range of emotions and moods that people experience in their life context. The prevailing management advice is to use performance-contingent rewards well in the attempt to create both. Even though some evidence exists for the satisfaction causes performance relationship among professional or higher-level employees, the best conclusion is that job satisfaction alone is not a consistent predictor of individual work performance. Attitudes, however, focus on specific people or objects.
Cognitive component Reflects underlying beliefs, opinions, knowledge, or information a person possesses. Behavioral component is a predisposition to act, but one that may or may not be implemented.
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