Exercise: Chapter 1

1. Which of the following functions do managers undertake as

part of planning functions?
A) defining an organization's goals
B) implementing strategies for achieving goals
C) executing plans to integrate activities
D) accomplishing goals of a project
E) employing strategies to coordinate tasks

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2. According to Henry Mintzberg, a factory supervisor giving a

group of high school students a tour of the plant may be
termed as a ________.
A) leader
B) figurehead
C) resource allocator
D) negotiator
E) disturbance handler

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3. The ability to understand, communicate with, motivate, and

support other people, both individually and in groups, may be
defined as ________.
A) analytical skills
B) technical skills
C) conceptual skills
D) cognitive skills
E) human skills

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4. According to Fred Luthans and his associates, managers

involved in traditional management activities undertook
which of the following tasks?
A) motivating
B) socializing
C) decision making
D) training
E) politicking

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5. In order to predict human behavior, it is best to

supplement intuitive opinions with information derived from
________.
A) common sense
B) direct observation
C) systematic study
D) speculation
E) organizational theory

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6. Which of the following is the major challenge for managers

in a fully networked organization?
A) eliminating the need for paper communication by relying
entirely on e-mail, file transfers, and the like
B) retaining team members who can easily move to another
employer when demand for their services changes
C) managing contract and temporary workers
D) managing people who work together but are geographically
separated
E) maintaining a "virtual office" through the use of computers,
interoffice networks, and the Internet

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3
Attitudes
and
Job Satisfaction
Dr. Ong Lin Dar
Copyright 2017 Pearson Education, Inc.

Learning Objectives
Contrast the three components of an attitude.
Summarize the relationship between attitudes
and behavior.
Compare the major job attitudes.
Define job satisfaction.
Summarize the main causes of job satisfaction.
Identify the outcomes of job satisfaction.
Identify four employee responses to
dissatisfaction.
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How much do you

know about attitudes?
1. The three components of an attitude are cognition, affect,
and behavior.
A) True
B) False
2. Any incompatibility between two or more attitudes or
between behavior and attitudes results in ________.
A) organizational dissonance
B) cognitive dissonance
C) attitudinal clarification
D) positivity offset
E) affective reactance
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3. The degree to which a person identifies with his or her job, actively
participates in it, and considers his or her performance as being important
to self-worth is referred to as ________.
A) emotional contagion
B) emotional dissonance
C) job stability
D) job involvement
E) direct action
4. Job conditionsespecially the intrinsic nature of the work itself, social
interactions, and supervisionare important predictors of job satisfaction.
A) True
B) False
5. People who have positive core self-evaluations (CSEs)who believe
in their inner worth and basic competenceare more satisfied with their
jobs than people with negative CSEs.
A) True
B) False
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Why people think, feel and

behave differently?
Individual differences have a direct effect on behavior,
and consequently, individual and organizational
success.
People with different personalities interact differently
with bosses, co-workers, subordinates, and customers.
Individual differences, for example, help explain why
some people will be productive only if they are closely
supervised, while others will be productive if they are
not.
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Each person is different from every other individual in many

aspects.

A manager needs to ask how such differences influence the

behavior and performance of employees.

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Contrast the Three

Components of an
Attitude
Attitudes are evaluative statementseither favorable or unfavorable
about objects, people, or events.
They reflect how we feel about something.

Significant people in a persons life (parents, friends, and members

of social and work groups) strongly influence attitude formation.
Some evidence points to genetic influences on attitudes that people
develop.
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Components of
Attitudes
People often think of attitudes as a simple concept, but in
reality attitudes and their effects on behavior can be
extremely complex.
An attitude consists of:
a cognitive component -the belief in the way things are.
an affective component -the emotions or feelings about some
person, idea, event, or object.
a behavioral component -the intention to behave in a certain
way toward someone or something.

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Contrast the Three

Components of an
Attitude

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Which of the following statements is an example of the

behavioral component of an attitude?
A. I am thrilled to know that the human resource department
is looking for a climate campaigner.
B. The position of a climate campaigner will allow me to
explore my skills as a campaigner.
C. I have decided to apply for the position of a campaigner in
the climate department.

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Early research assumed that attitudes were

causally related to behavior.
The attitudes that people hold determine what
they do.
In the 1960s, Leon Festinger argued that
attitudes follow behavior.
Festinger proposed that cases of attitude
following behavior illustrate the effects of
cognitive dissonance.

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Cognitive Dissonance
Cognitive Dissonance: A state of anxiety that occurs
when an individuals beliefs, feelings and behaviors are
inconsistent with one another.

Individuals seek to reduce this uncomfortable gap, or

dissonance, to reach stability and consistency.
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How do we reduce
cognitive dissonance?
Change the
behavior

Develop
rationalizati
on

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Major Job Attitudes

We have thousands of attitudes, but OB focuses on a very
limited number that form positive or negative evaluations
employees hold about their work environments.
Much of the research has looked at three attitudes:
job satisfaction
job involvement
organizational commitment

Other important attitudes include perceived organizational

support and employee engagement.

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Compare the Major Job

Attitudes

Job Satisfaction
A positive feeling about the job resulting from an evaluation of its
characteristics (pay, work itself, promotion opportunities, coworkers, and job security).
Job Involvement
The degree to which a person identifies with a job, actively
participates in it, and considers performance important to selfworth.
E.g., An employee actively takes part in team activities and
proactively takes up additional job responsibilities.
Psychological Empowerment
employees beliefs in the degree to which they influence their
work environment, their competencies, the meaningfulness of
their job, and their perceived autonomy.
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Compare the Major Job

Attitudes
Organizational Commitment
A state in which an employee identifies with a
particular organization and its goals and wishing to
maintain membership in the organization.
Employees who are committed will be less likely to
quit even if they are dissatisfied, because they have a
feeling of loyalty to the organization.

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Organizational
Commitment
Affective commitment (wants to stay)
Emotional attachment to, identification with, and involvement in
an organization

Continuance commitment (need to stay)

Calculative attachment stay because too costly to quit

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Compare the Major Job

Attitudes
Perceived Organizational Support (POS)
Degree to which employees believe the
organization values their contribution and
cares about their well-being.
The perception of fairness is a key factor in
determining the willingness of employees to work
hard for the organization.
Higher when rewards are fair, employees are
involved in decision making, and supervisors are
seen as supportive.
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Compare the Major Job

Attitudes
Lilian works for a global women's rights organization. In the past
few months, she has traveled across the globe for the campaign
she was working on.
In addition, she has been working weekends to meet campaign
milestones.
She has now decided to take a month's holiday to relax and get a
much-needed break. She knows that the organization will
understand her need for a long holiday.
Which of the following best represents Lilian's feeling?
A) low employee engagement
B) high perceived organizational support
C) low organizational commitment
D) low job involvement
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Compare the Major Job

Attitudes
Employee Engagement
Employee engagement goes beyond just job
satisfaction.
It also includes involvement and enthusiasm for the
job.
Highly engaged employees have a passion for their
work and feel a deep connection to their company.
Disengaged employees have essentially checked out
putting time but not energy or attention into their
work.

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Compare the Major Job

Attitudes
Are these job attitudes really all that distinct?
No, these attitudes are highly related; and while there
is some distinction, there is also a lot of overlap that
may cause confusion.
For example, if a worker has higher job satisfaction,
he or she tends to be more engaged and show a
stronger commitment to the organization.

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Define Job Satisfaction

Job Satisfaction
A positive feeling about a job.
How satisfied are people in their jobs?
Over the last 30 years, employees in the
U.S. and most developed countries have
generally been satisfied with their jobs.
With the recent economic downturn, more
workers are less satisfied.
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Job Satisfaction

People have typically been more satisfied with their jobs overall, with the work itself, and with
their supervisors and coworkers, than they have been with their pay and promotion
opportunities.
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Job Satisfaction

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Summarize the Main

Causes of Job
Satisfaction

What causes job satisfaction?

Job conditions
The intrinsic nature of the work itself (interesting jobs
that provide training, variety, independence, and control
satisfy most employees), social interactions, and
supervision are important predictors of job satisfaction.
Personality
People who have positive core self-evaluations, who
believe in their inner worth and basic competence, are
more satisfied with their jobs than those with negative
core self-evaluations.
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Outcomes of Job
Satisfaction

Job Performance
Happy workers are more likely to be productive
workers.
Organizational Citizenship Behavior (OCB)
People who are more satisfied with their jobs
are more likely to engage in OCB.

Customer Satisfaction
Satisfied employees increase customer
satisfaction and loyalty.
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Job Satisfaction and

Customers
Job satisfaction increases
customer satisfaction and
profitability because:
1. Job satisfaction affects
mood, leading to positive
behaviors toward
customers.
2. Job satisfaction reduces
employee turnover,
resulting in more
consistent and familiar
service.
Happy Staff = Happy Customers
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Four Employee
Responses
to Dissatisfaction
exitvoiceloyaltyneglect (EVLN)

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EVLN: Responses to
Dissatisfaction
Exit

Leaving the situation

Quitting, transferring

Voice

Changing the situation

Recommending ways to improve the
situation

Loyalty

Patiently waiting for the situation to

improve (suffer in silence- for the
problem to work itself or be resolved
by others)

Neglect

Reducing work effort

Increasing absenteeism and lateness

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Dissatisfaction
Counterproductive Work Behavior (CWB)
Actions that actively damage the
organization, including stealing, behaving
aggressively toward coworkers, or being late
or absent.
Absenteeism: the more satisfied you are, the
less likely you are to miss work.
Turnover: a pattern of lowered job
satisfaction is the best predictor of intent to
leave.
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Implications for
Managers

Of the major job attitudes job satisfaction, job

involvement, organizational commitment, perceived
organizational support (POS), and employee
engagement remember that an employees job
satisfaction level is the best single predictor of behavior.
Pay attention to your employees job satisfaction levels
as determinants of their performance, turnover,
absenteeism, and withdrawal behaviors.

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Implications for
Managers
Measure employee job attitudes objectively and
at regular intervals in order to determine how
employees are reacting to their work.
To raise employee satisfaction, evaluate the fit
between the employees work interests and the
intrinsic parts of his/her job to create work that is
challenging and interesting to the individual.
Consider the fact that high pay alone is unlikely
to create a satisfying work environment.
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