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• Attitudes are evaluative statements – either favorable or
unfavorable – about objects, people, or events.
• They reflect how we feel about something.
Attitudes
Affective Component
The emotional or feeling segment
of an attitude
Behavioral Component
An intention to behave in a certain way toward
someone or something
The Theory of Cognitive
Dissonance
Cognitive Dissonance
Attitude Follow Behavior
Any incompatibility between two or more attitudes or
between behavior and attitudes
Individuals seek to reduce this gap, or “dissonance”
The Theory of Cognitive Dissonance (cont.)
Importance of the attitude
Its correspondence to behavior
predicts Its accessibility
The presence of social pressures
Whether a person has direct
experience with the attitude
Behavior
Job Satisfaction
A person's evaluation of
his or her job and work
context
A collection of attitudes Job
about specific facets of Content
Supervisor
the job
• Measuring Job Satisfaction
• Single global rating
• Summation score
• How Satisfied Are People in Their Jobs?
• In general, people are satisfied with their
jobs.
• Depends on facets of satisfaction—tend to be
less satisfied with pay and promotion
opportunities
Employee Responses to
Dissatisfaction: EVLN Model
Active
Exit Voice
• Behavior • Active and
directed constructive
toward attempts to
leaving the improve
organization conditions
Destructive Constructive
Neglect Loyalty
• Allowing • Passively
conditions to waiting for
worsen conditions to
improve
Passive
The Effect of Job Satisfaction on Employee
Performance
Satisfaction and Productivity
Satisfaction and Absenteeism
Satisfaction and OCBs
Satisfaction and Turnover
Employee‐Customer‐Profit
Chain
Company
Practices
• Less • Satisfied
turnover Customer’s customers
Satisfied
Perceived
Employees • Consistent • Customer
service Value referrals
Higher
Revenue
Growth and
Profits
Organizational Commitment
• “Organizational Commitment
• degree to which people are involved with their organizations
and are interested in remaining within them
• It can be characterized by
• The strong belief in and acceptance of organizational goals
and values
• A willingness to exert considerable effort on behalf of
organization
• A strong desire to maintain membership in the organization
Types of Organizational Commitment: Normative commitment
John Mayer & Natalie Allen
• “Should do”
• Key Contributors
Affective Commitment • Fostered by benefits that
build a sense of obligation
• “want to” to Organization – some
• Key Contributors special learning opportunity
• interesting satisfying work
• Role clarity and having one’s
expectations met after Continuance commitment
being hired
• “have to”
• Key Contributors
• Pensions funds, being well
integrated into community
where firm is located
Employee Engagement
• A heightened emotional connection that an employee
feels for his/her organization, that influences him/her
to exert greater discretionary behavior to his/her work
• The degree of involvement with, satisfaction with,
and enthusiasm for the job
• “Engaged employees account for 12% higher
customer satisfaction scores, 18% higher productivity,
12% higher profitability, and 17% higher earning per
share”
Schaufeli et al. (2002) define engagement
• A culture of respect where • Availability of effective
outstanding work is valued leadership
• Availability of constructive
feedback and mentoring • Clear job expectations
• Opportunity for • Adequate tools to complete
advancement and
professional development work responsibilities
• Fair and appropriate reward, • High levels of motivation
recognition and incentive
systems
• Trust and Integrity