CHAPTER 3 ATTITUDE AND JOB SATISFACTION

Rewards

...

WHAT ARE THE MAIN COMPONENTS OF ATTITUDES?

Typically, researchers have assumed that attitudes have three components: cognition, affect, and behavior.

COGNITIVE DISSONANCE

any incompatibility between two or more attitudes or between behavior and attitudes.

JOB INVOLVEMENT

related to job satisfaction is job involvement, which measures the degree to which people identify psychologically with their job and consider their perceived performance level important to self-worth. Employees with a high level of job involvement strongly identify with and really care about the kind of work they do.

FOUR DRIVEs THEORY

1. Acquire: be paid or properly compensate. Compensation system and reward 2. Bond: to be part of the team 3. Comprehend: to know what At its core, finance does just two simple things. It can act as an economic time machine, helping savers transport today's surplus income into the future, or giving borrowers access to the future earnings now, it can also act as a safety net, insuring against floods, fires or illness . By providing these two kinds of service, a well-tuned financial system smooths away life's sharpest ups and downs, making an uncertain world more predictable. In addition, as investors seek out people and companies with the best ideas, finance act as an engine of growth .the objectives are. Job design 4. Defend Only manager can deliver above points.manager needs to link these things together. Resource allocation and performance management

EMPLOYEE ENGAGEMENT

A new concept is employee engagement, an individual's involvement with, satisfaction with, and enthusiasm for, the work she does.

PSYCHOLOGICAL EMPOWERMENT

Another closely related concept is psychological empowerment, employees' beliefs in the degree to which they influence their work environment, their competence, the meaningfulness of their job, and their perceived autonomy.

THE DESIRE TO REDUCE DISSONANCE PROPOSED BY FESTINGER

No individual, of course, can completely avoid dissonance. You know cheating on your income tax is wrong, but you fudge the numbers a bit every year and hope you are not audited. Or you tell your children to floss their teeth, but you don't do it yourself. Festinger proposed that the desire to reduce dissonance depends on moderating factors, including the importance of the elements creating it and the degree of influence we believe we have over them. Individual will be more motivated to reduce dissonance when the attitudes or behavior are important or when they believe the dissonance is due to something they can control. A third factor is the rewards of dissonance; high rewards accompanying high dissonance tend to reduce the tension inherent in the dissonance.

COGNITIVE COMPONENT

The statement "my pay is low" is the cognitive component of an attitude--a description of or belief in the way things are.

WHAT CAUSES JOB SATISFACTION?

There is also a strong correspondence between how well people enjoy the social context of their workplace and how satisfied they are overall. Interdependence, feedback, social support, and interaction with co-workers outside the workplace are strongly related to job satisfaction even after accounting for characteristics of the work itself.

...

Vision and mission => goals and objectives =>patient care=> patient time in hospital

ATTITUDES

are evaluating statements--either favorable or unfavorable-about objects, people, or events. They reflect how we feel about something. When I say"I like my job," I am expressing my attitude about work.

BEHAVIORAL COMPONENT

finally, affect can lead to behavioral outcomes. the behavioral component of an attitude describes an intention to behave in a certain way toward someone or something--to continue the example, "I'm going to look for another job that pays better."

PERCEIVED ORGANIZATIONAL SUPPORT

is the degree to which employees believe the organization values their contribution and cares about their well-being. Research shows that people perceive their organization as supportive when rewards are deem fair, when employees have a voice in decisions, and when they see their supervisors as supportive.

AFFECTIVE COMPONENT

it sets the stage for the more critical part of an attitude--its affective component. affect is the emotional or feeling segment of an attitude and is reflected in the statement "I am angry over how little i am paid."

CORE SELF-EVALUATIONS

job satisfaction is not just about conditions. personality also plays a role. research has shown that people who have positive self-evaluations-who believe in their inner worth ans basic competence- are more satisfied with their jobs than those with negative core self-evaluation. Not only do they see their work as more fulfilling and challenging, they are more likely to gravitate toward challenging jobs in the first place. Those with negative core self-evaluations set less ambitious goals and are more likely to give up when confronting difficulties. Thus, they're more likely to be stuck in boring, repetitive jobs than those with positive core self-evaluations.

THEORETICAL MODELS

propose that employees who are committed will be less likely to engage in work withdrawal even if they are dissatisfied, because they have a sense of organizational loyalty. On the other hand, employees who are not committed, who feel less loyal to the organization, will tend to show lower levels of attendance at work across the board. It does appear that even if employees are not currently happy with their work, they are willing to make sacrifices for the organization if they are committed enough.

ORGANIZATIONAL COMMITMENT

the degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization.

EXIT

the exit response directs behavior toward leaving the organization, including looking for a new position as well as resigning.

LOYALTY

the loyalty response means passively but optimistically waiting for conditions to improve, including speaking up for the organization in he face of external criticism and trusting the organization and its management to do the right thing.

MODERATING VARIABLES

the most powerful moderators of the attitudes relationship are the importance of the attitude, its correspondence to behavior, its accessibility, the presence of social pressure, and whether a person has direct experience with attitude. Importance attitudes reflect our fundamental values, self-interest, or identification with individuals or groups we value. These attitudes tend to show a strong relationship to our behavior.

NEGLECT

the neglect responses passively allows conditions to worsen and includes chronic absenteeism or lateness, reduced effort, and increased error rate.

VOICE

the voice response includes actively and constructively attempting to improve conditions, including suggesting improvements, discussing problems with superiors, and undertaking some forms of union activity.

JOB SATISFACTION

when people speak of employee attitudes, they usually mean job satisfaction, which describes a positive feeling about a job, resulting from an evaluation of its characteristics. A person with a high level of job satisfaction holds positive feelings about his or her job, while a person with a low level holds negative feelings.