2.Work Attitudes Flashcards
What are attitudes?
A set of evaluative statements, judgements or beliefs concerning people, objects or events.
Components of attitudes
Cognitive, emotional and behavioural
Importance if attitudes to managers
- Signals the internal states or ideology of employees about the attitude objects
- Give warning signals of potential problems
- Influence behaviours, bias, stereotype, bullying
- Can provide clues of the interventions needed in an organisation
Common major attitudes
- Job satisfaction
- Organisational commitment
- Psychological empowerment
- Job involvement
- Perceived organisational support (POS)
- Employee engagement
What is job satisfaction?
It refers to the degree of pleasure an employee derives from his or her job.
OR
Employees’ attitudes towards the various aspects of a job or the job as a whole.
Components of job satisfaction
Emotional, cognitive and behavioural
Theories of satisfaction
- Genetic Predisposition
- Personality perspective
- Culture
- Intelligence
- Discrepancy theory
Factors affecting satisfaction
- Employee commitment
- Individual predisposition
- Satisfaction with life
- Organisational fit
- Perceptions of fairness
- Rewards and incentives
- Coworkers
- Job expectations
- Stressors
Effects of job satisfaction
- Job performance
- Turnover (dissatisfied workers are likely to quit)
- Absence (small correlation)
- Health and well-being (absence of feelings of anxiety, depression, etc.)
- Life satisfaction (spillover)
Measurement of job satisfaction
- Job Descriptive Index (JDI)
- Job Diagnostic Survey (JDS)
- Minnesota Satisfaction Questionnaire
- Faces scale
Levels of measuring satisfaction
- Global job satisfaction (overall job satisfaction)
2. Job facet satisfaction (pay, supervisor, coworkers, working conditions, the work itself)
What is organisational commitment?
It is the degree to which an employee feels a sense of allegiance to his or her employer.
OR
The relative strength of a person’s identification with and involvement in a particular organisation.
Components of organisational commitment
- Affective commitment
- Continuance commitment
- Normative commitment
Affective commitment
Employees remain in an organisation because they feel they want to.
Continuance commitment
Employees remain because they feel they need to. They feel like leaving may be costly.
Normative commitment
Employees remain because they ought to. They feel their competencies fall in the current organisational space so that is where they have to be.
Others feel that is where society expects them to be so they have to be there.
Antecedents to commitment
- Organisational mechanisms (socialisation, newsletters, reward systems)
- Individual or personal factors (age, job level, stress)
- Social factors (co-worker relationships, participation and social interactions, role variables, supervisory relationships)
Outcomes of commitment
- Performance
- Withdrawal behaviours (eg. absenteeism, lateness, turnover)
- Counterproductive work behaviours (eg. theft, sabotage, aggression)
