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Attitudes

Attitudes

© 2005 Prentice Hall Inc. All rights reserved. 2–1


The
The Theory
Theory of
of Cognitive
Cognitive Dissonance
Dissonance

Desire
Desireto
toreduce
reducedissonance
dissonance
• •Importance
Importanceofofelements
elementscreating
creatingdissonance
dissonance
• •Degree
Degreeof
ofindividual
individualinfluence
influenceover
overelements
elements
• •Rewards
Rewardsinvolved
involvedinindissonance
dissonance

© 2005 Prentice Hall Inc. All rights reserved. 2–2


Types
Types of
of Attitudes
Attitudes

Job Satisfaction

© 2005 Prentice Hall Inc. All rights reserved. 2–3


Organizational
Organizational Commitment
Commitment

Three dimensions:

 Affective Commitment: Emotional attachment

 Continuance Commitment: Economic attachment

 Normative Commitment: Moral or ethical reasons

 OCB and Job Productivity

© 2005 Prentice Hall Inc. All rights reserved. 2–4


Contd…………..
Contd…………..
Chinese, Canadian and South Korean Employees

 Normative Commitment and Affective Commitment


highest in Chinese employees

 Continuance Commitment high in Canadian and


South Korean Employees

 OC has gone down

© 2005 Prentice Hall Inc. All rights reserved. 2–5


Perceived
Perceived Organizational
Organizational Support
Support (POS)
(POS)

 The degree to which Employees believe the


organization values their contribution and cares about
their well- being

 Help in Child care problem, health issues, flexi-timing,


forgiving the honest mistake etc.

 Participative management

© 2005 Prentice Hall Inc. All rights reserved. 2–6


Employee
Employee engagement
engagement

 An individual’s involvement with, satisfaction and


enthusiasm for the work he/she does

 Highly engaged employees have a passion for their


work and feel a deep connection to their company

© 2005 Prentice Hall Inc. All rights reserved. 2–7


An
An Application:
Application: Attitude
Attitude Surveys
Surveys

© 2005 Prentice Hall Inc. All rights reserved. 2–8


Sample
Sample Attitude
Attitude Survey
Survey

EXHIBIT 3-5

© 2005 Prentice Hall Inc. All rights reserved. 2–9


Job
Job Satisfaction
Satisfaction
 Measuring Job Satisfaction
– Single global rating
– Summation score
 How Satisfied Are People in Their Jobs?
– Job satisfaction declined to 50.7% in 2000
– Decline attributed to:
• Pressures to increase productivity
• Less control over work

© 2005 Prentice Hall Inc. All rights reserved. 2–10


The
The Effect
Effect of
of Job
Job Satisfaction
Satisfaction on
on Employee
Employee
Performance
Performance
 Satisfaction and Productivity
– Satisfied workers aren’t necessarily more productive.
– Worker productivity is higher in organizations with
more satisfied workers.
 Satisfaction and Absenteeism
– Satisfied employees have fewer avoidable absences.
 Satisfaction and Turnover
– Satisfied employees are less likely to quit.
– Organizations take actions to cultivate high performers
and to weed out lower performers.

© 2005 Prentice Hall Inc. All rights reserved. 2–11


Responses
Responses to
to Job
Job Dissatisfaction
Dissatisfaction

EXHIBIT 3-6

© 2005 Prentice Hall Inc. All rights reserved. 2–12


How
How Employees
Employees Can
Can Express
Express Dissatisfaction
Dissatisfaction

© 2005 Prentice Hall Inc. All rights reserved. 2–13


Job
Job Satisfaction
Satisfaction and
and OCB
OCB
 Satisfaction and Organizational Citizenship
Behavior (OCB)
– Satisfied employees who feel fairly treated by and are
trusting of the organization are more willing to engage
in behaviors that go beyond the normal expectations of
their job.

© 2005 Prentice Hall Inc. All rights reserved. 2–14

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