组织行为学个体1（PPT30页).ppt

AttitudesandJobSatisfaction,3,ChapterLearningObjectives,Afterstudyingthischapter,youshouldbeableto:Contrastthethreecomponentsofanattitude.Summarizetherelationshipbetweenattitudesandbehavior.Compareandcontrastthemajorjobattitudes.Definejobsatisfactionandshowhowitcanbemeasured.Summarizethemaincausesofjobsatisfaction.Identifyfouremployeeresponsestodissatisfaction.ShowwhetherjobsatisfactionisarelevantconceptincountriesotherthantheUnitedStates.,Attitudes,Evaluativestatementsorjudgmentsconcerningobjects,people,oreventsThreecomponentsofanattitude:,Theemotionalorfeelingsegmentofanattitude,Theopinionorbeliefsegmentofanattitude,Anintentiontobehaveinacertainwaytowardsomeoneorsomething,SeeEXHIBIT31,DoesBehaviorAlwaysFollowfromAttitudes?,LeonFestingerNo,thereverseissometimestrue!CognitiveDissonance:AnyincompatibilitybetweentwoormoreattitudesorbetweenbehaviorandattitudesIndividualsseektoreducethisuncomfortablegap,ordissonance,toreachstabilityandconsistencyConsistencyisachievedbychangingtheattitudes,modifyingthebehaviors,orthroughrationalizationDesiretoreducedissonancedependson:ImportanceofelementsDegreeofindividualinfluenceRewardsinvolvedindissonance,ModeratingVariables,Themostpowerfulmoderatorsoftheattitude-behaviorrelationshipare:ImportanceoftheattitudeCorrespondencetobehaviorAccessibilityExistenceofsocialpressuresPersonalanddirectexperienceoftheattitude,ModeratingVariables,PredictingBehaviorfromAttitudes,Importantattitudeshaveastrongrelationshiptobehavior.Thecloserthematchbetweenattitudeandbehavior,thestrongertherelationship:SpecificattitudespredictspecificbehaviorGeneralattitudespredictgeneralbehaviorThemorefrequentlyexpressedanattitude,thebetterpredictoritis.Highsocialpressuresreducetherelationshipandmaycausedissonance.Attitudesbasedonpersonalexperiencearestrongerpredictors.,?,WhataretheMajorJobAttitudes?,JobSatisfactionApositivefeelingaboutthejobresultingfromanevaluationofitscharacteristicsJobInvolvementDegreeofpsychologicalidentificationwiththejobwhereperceivedperformanceisimportanttoself-worthPsychologicalEmpowermentBeliefinthedegreeofinfluenceoverthejob,competence,jobmeaningfulness,andautonomy,AnotherMajorJobAttitude,OrganizationalCommitmentIdentifyingwithaparticularorganizationanditsgoals,whilewishingtomaintainmembershipintheorganization.Threedimensions:AffectiveemotionalattachmenttoorganizationContinuanceCommitmenteconomicvalueofstayingNormativemoralorethicalobligationsHassomerelationtoperformance,especiallyfornewemployees.Lessimportantnowthaninthepastnowperhapsmoreofanoccupationalcommitment,loyaltytoprofessionratherthanagivenemployer.,AndYetMoreMajorJobAttitudes,PerceivedOrganizationalSupport(POS)Degreetowhichemployeesbelievetheorganizationvaluestheircontributionandcaresabouttheirwell-being.Higherwhenrewardsarefair,employeesareinvolvedindecisionmaking,andsupervisorsareseenassupportive.HighPOSisrelatedtohigherOCBsandperformance.EmployeeEngagementThedegreeofinvolvementwith,satisfactionwith,andenthusiasmforthejob.Engagedemployeesarepassionateabouttheirworkandcompany.,AreTheseJobAttitudesReallyDistinct?,No:theseattitudesarehighlyrelated.Variablesmayberedundant(measuringthesamethingunderadifferentname)Whilethereissomedistinction,thereisalsoalotofoverlap.,Bepatient,OBresearchersareworkingonit!,JobSatisfaction,Oneoftheprimaryjobattitudesmeasured.Broadterminvolvingacomplexindividualsummationofanumberofdiscretejobelements.Howtomeasure?Singleglobalrating(onequestion/oneanswer)-BestSummationscore(manyquestions/oneaverage)-OKArepeoplesatisfiedintheirjobs?IntheU.S.,yes,butthelevelappearstobedropping.Resultsvarybyemployeefacetsofthejob.Payandpromotionarethemostproblematicelements.,SeeEXHIBIT32,Payinfluencesjobsatisfactiononlytoapoint.Afterabout$40,000peryear(intheU.S.),thereisnorelationshipbetweenamountofpayandjobsatisfaction.Moneymaybringhappiness,butnotnecessarilyjobsatisfaction.Personalitycaninfluencejobsatisfaction.Negativepeopleareusuallynotsatisfiedwiththeirjobs.Thosewithpositivecoreself-evaluationaremoresatisfiedwiththeirjobs.,CausesofJobSatisfaction,SeeEXHIBIT33,EmployeeResponsestoDissatisfaction,SeeEXHIBIT34,Active,Passive,Constructive,Destructive,OutcomesofJobSatisfaction,JobPerformanceSatisfiedworkersaremoreproductiveANDmoreproductiveworkersaremoresatisfied!Thecausalitymayrunbothways.OrganizationalCitizenshipBehaviorsSatisfactioninfluencesOCBthroughperceptionsoffairness.CustomerSatisfactionSatisfiedfrontlineemployeesincreasecustomersatisfactionandloyalty.AbsenteeismSatisfiedemployeesaremoderatelylesslikelytomisswork.,MoreOutcomesofJobSatisfaction,TurnoverSatisfiedemployeesarelesslikelytoquit.Manymoderatingvariablesinthisrelationship.EconomicenvironmentandtenureOrganizationalactionstakentoretainhighperformersandtoweedoutlowerperformersWorkplaceDevianceDissatisfiedworkersaremorelikelytounionize,abusesubstances,steal,betardy,andwithdraw.Despitetheoverwhelmingevidenceoftheimpactofjobsatisfactiononthebottomline,mostmanagersareeitherunconcernedaboutoroverestimateworkersatisfaction.,!,GlobalImplications,IsJobSatisfactionaU.S.Concept?No,butmostoftheresearchsofarhasbeenintheU.S.AreEmployeesinWesternCulturesMoreSatisfiedWithTheirJobs?WesternworkersappeartobemoresatisfiedthanthoseinEasterncultures.PerhapsbecauseWesternersemphasizepositiveemotionsandindividualhappinessmorethandothoseinEasterncultures.,SeeEXHIBIT35,SummaryandManagerialImplications,Managersshouldwatchemployeeattitudes:TheygivewarningsofpotentialproblemsTheyinfluencebehaviorManagersshouldtrytoincreasejobsatisfactionandgeneratepositivejobattitudesReducescostsbyloweringturnover,absenteeism,tardiness,theft,andincreasingOCBFocusontheintrinsicpartsofthejob:makeworkchallengingandinterestingPayisnotenough,如何提高员工工作满意度,Allrightsreserved