Title: Work-Related Attitudes
1Work-Related Attitudes
- Job Satisfaction and Work Behaviors
- High levels of job satisfaction do not
necessarily lead to high job performance.
2Work-Related Attitudes
- Organizational Commitment
- An attitude that reflects an individuals
identification with and attachment to an
organization. - Organizational Commitment and Work Behaviors
- Employee commitment strengthens with an
individuals age, years with the organization,
sense of job security, and participation in
decision making. - Committed employees have highly reliable habits,
plan a longer tenure with the organization, and
muster more effort in performance.
3Affect and Mood in Organizations
- Researchers have recently started to focus
interest on the affective component of attitudes.
Research now suggests that there are underlying
stable predispositions toward fairly constant
and predictable moods and emotional states. - Positive Affectivity a relatively stable
tendency to be upbeat and optimistic, to have a
sense of well being, and to see things in a
positive light. - Negative Affectivity a relatively stable
tendency to be downbeat and pessimistic and to
see things in a negative light.
4Perception and Perceptual Processes
- Perception
- The set of processes by which an individual
becomes aware of and interprets information
5The Perceptual Processes
Figure 9.3
6Perception and Attribution
- Perception is also closely linked with another
process called Attribution. - Attribution is a mechanism through which we
observe behavior and then attribute causes to it.
- Attribution occurs as a result of consensus,
consistency, and distinctiveness.
7Perception and Attribution
- Ways in Which Attributions Are Formed
- Consensusthe extent to which other people in the
same situation behave the same way. - Consistencythe extent to which the same person
behaves the same way at different times. - Distinctivenessthe extent to which the same
person behaves the same way in other situations.
8Expectancy TheoryA Process Perspective
- Developed by Victor Vroom
- Suggests that motivation depends on two things
- How much we want something and
- How likely we think we are to get it
9Expectancy TheoryA Process Perspective
- Model of Motivation
- Suggests that motivation leads to effort, when
combined with ability and environmental factors,
that results in performance which, in turn, leads
to various outcomes that have value (valence) to
employees.
10Expectancy TheoryA Process Perspective
- Theory is based on four basic assumptions.
- Behavior is determined by a combination of forces
in the individual and in the environment. - People make decisions about their own behavior in
organizations. - Different people have different types of needs,
desires, and goals. - People choose among alternatives of behaviors in
selecting one that that leads to a desired
outcome.
11Expectancy TheoryA Process Perspective
- Elements
- Effort to performance expectancy is the
probability that effort will lead to high
performance - Performance to outcome expectancy is the
perception that performance leads to a specific
outcome - Outcome is the consequence or reward for
performance - Valence is how much a particular outcome is valued
12The Expectancy Model of Motivation
13Porter-Lawler Extension
- Assumptions
- If performance in an organization results in
equitable and fair rewards, people will be more
satisfied. - High performance can lead to rewards and high
satisfaction. - Types of rewards
- Extrinsic rewardsoutcomes set and awarded by
external parties (e.g., pay and promotions). - Intrinsic rewardsoutcomes that are internal to
the individual (e.g., self-esteem and feelings of
accomplishment).
14Porter-Lawler ExtensionA Process Perspective
Performance
Performance
Perceived equity
Satisfaction
15Porter-Lawler Extension of Expectancy Theory
Source Edward E. Lawler III and Lyman W. Porter,
The Effect of Performance on Job Satisfaction,
Industrial Relations, October 1967, p. 23. Used
with permission of the University of California.
16Implications for Managers
- Managers must figure what the outcomes are wanted
by each employee - Determine performance levels needed to reach
organizational goals - Must link the outcomes and performance
- Look for conflicting expectancies and make sure
rewards are large enough - Make the system equitable to all