Attitudes -

1
Organizational BehaviourThe Individual

• Attitudes -
• Job Satisfaction

2
Attitudes

• Fairly stable evaluative tendency to respond
  consistently toward specific targets (a function
  of what we think and feel)
• BELIEFS (our perceptions)
• VALUES (a broad tendency to prefer certain states
  of affairs over others)
• gtgtgtgtgtgtgtgtgtgt ATTITUDES
• gtgtgtgtgtgtgtgtgtgt BEHAVIOURS

3
Defining Job Satisfaction

• An attitude toward ones job
• Can include both facet satisfaction and overall
  satisfaction

4
Theoretical explanations for dissatisfaction/
satisfaction

• Discrepancy Theory The more people perceive
  that the job has want they want or value the more
  satisfied they are. Discrepancy is the
  difference between what people want and what they
  perceive they obtain.

5
Theoretical explanations for dissatisfaction/
satisfaction

• Disposition Some peoples personality is more
  positive and others personality more negative.
  The more positive your personality the more
  satisfied, the more negative the personality the
  less satisfied

6
Theoretical explanations for dissatisfaction/
satisfaction

• Fairness
• Distributive Fairness From equity theory. If
  people receive what they think they deserve (the
  inputs outcomes comparison is equitable) they
  are satisfied. If they do not receive what they
  think they deserve (inequitable) then
  dissatisfaction occurs.
• Procedural Fairness if the process used to
  distribute outcomes is considered reasonable then
  people are satisfied. If the process is
  considered unreasonable then dissatisfaction
  occurs.

7
The riddle of the satisfaction performance
relationship

• Questions (think expectancy theory!!)
• Why is there no specific link between
  satisfaction and performance?
• What makes employees happy?
• When would high performance not be related to
  satisfaction?
• How do you create a relationship between
  satisfaction and performance?

8
The satisfaction/performance relationship

• While correlated, there is no direct link between
  employee satisfaction and employee performance
  (satisfaction does not lead to performance)
• Individuals are satisfied to the extent that they
  receive desired outcomes
• Performance can be linked to satisfaction through
  reinforcement of desired performance
• Performance gt Desired Rewards gtSatisfaction

9
Satisfaction and withdrawal

• Absenteeism - A weak relationship to
  satisfaction. Dissatisfaction tends to lead to
  absenteeism.
• Satisfaction is a better predictor of the number
  of times absent
• Increasing satisfaction will only decrease
  absenteeism when this is the specific reason for
  the absenteeism.

10
Satisfaction and withdrawal

• Turnover a moderate relationship to
  satisfaction. Dissatisfaction tends to lead to
  turnover.
• Turnover is more strongly tied to economic
  conditions and the availability of an alternative
  job.

11
Values Across Cultures

• Hofstede
• Power distance acceptance of unequal
  distribution of power
• Uncertainty avoidance comfort with ambiguity
• Masculinity/femininity recognition of
  differentiated gender roles
• Individualism/collectivism individual
  independence vs loyalty to the group

12
CROSS-CULTURAL VALUE COMPARISONS
13
Cognitive dissonance

• Attitude change
• Feelings of tension which exist when certain
  cognitions (ideas/thoughts) are inconsistent with
  our behaviour (can contradict our basic beliefs
  about ourselves). To reduce dissonance
• 1) downplay the importance
• 2) create additional cognitions to help reduce
  the tension
• 3) change the cognitions to bring it into line
  with the other, so that the inconsistency is
  reduces