IP 348 CH3

Attitudes

evaluative statements or judgements that are either favourable or unfavourable towards objects, people, or events, reflecting how individuals feel about something

Importance of attitudes in organisations

can influence behaviour and serve as a warning of potential problems by indicating how employees feel about something

The ABC Model of Attitudes

attitudes are comprised of three closely interrelated and intertwined components: cognitive, affective, and behavioural components

Cognitive component of attitudes

the opinion, belief, or evaluation segment of an attitude

Affective component of attitudes

the emotional or feeling segment of an attitude

Behavioural component of attitudes

an intention to behave in a certain way toward someone or something

Difficulty to separate cognition, affect, and behaviour

in organisations, they are typically viewed as a unified whole where thoughts and feelings lead to specific actions

Cognitive Dissonance

any incompatibility between two or more attitudes or between behaviour and attitudes

The factors that determine the desire to reduce dissonance

importance

degree of influence

rewards

The way in which Importance affects the desire to reduce dissonance

the more significant the elements causing the dissonance, the stronger the desire to reduce it

How Degree of Influence affects the desire to reduce dissonance

the more control an individual believes they have over the elements causing the dissonance, the stronger their motivation to reduce it

The way in which Rewards affects dissonance

high rewards accompanying high dissonance tend to reduce the tension experienced from the dissonance

The five moderating variables that mitigate the attitude-behaviour relationship

attitude importance

correspondence to behaviour

accessibility

presence of social pressures

direct personal experiences

Attitude importance as a moderating variable

reflects fundamental values, self-interest, or identification with individuals or groups a person values

Correspondence to behaviour as a moderating variable

specific attitudes predict specific behaviours better than general attitudes predict general behaviours

Accessibility as a moderating factor

attitudes that are easily recalled from memory or frequently expressed are more likely to predict behaviour

Presence of social pressures as a moderating variable

strong social pressures can cause discrepancies between attitudes and behaviour

Direct personal experience as a moderating variable

the attitude-behaviour relationship is significantly stronger when the individual has direct personal experience with the subject

Major job attitudes

job satisfaction

job involvement and psychological empowerment

organisational commitment

organisational identification

perceived organisational support

employee engagement

Job satisfaction

a positive feeling about a job resulting from an evaluation of its characteristics

Importance of job satisfaction

it is considered the best single predictor of behaviour

Job involvement

the degree to which an employee identifies with their job, actively participates, and considers performance important to self-worth

Psychological empowerment

belief in the degree to which an employee affects their work environment

Four dimensions to Psychological Empowerment

meaningfulness

competence

autonomy

impact

Organisational commitment

the degree to which an employee identifies with a particular organisation and its goals, wishing to maintain membership

Importance of organisational commitment

committed employees are less likely to engage in work withdrawal even if dissatisfied

Organisational identification

the extent to which employees define themselves by the same characteristics that define the organisation

Organisational Identification in the gig economy

a “dark side” includes potential disidentification or unethical pro-organisational behaviour

Perceived organisational support (POS)

the degree to which employees believe the organisation values their contribution and cares for their well-being

When POS is higher

rewards are fair

employees have a voice

supervisors are supportive

Employee engagement

an individual’s involvement with, satisfaction with, and enthusiasm for their work

Employee engagement’s contrast with burnout

engagement id the positive antithesis of burnout

Job Demands-Resources (JD-R) Model

suggests engagement is a balance between job demands and job resources

Methods to measure job satisfaction

Single Global Rating

Summation of Job Facets

Single Global Rating

a response to one question on a scale from 1-5. fast and efficient method

Summation of Job Facets

identifies key elements of a job and rates them on a standardised scale to create an overalls core. helps managers pinpoint specific areas needing improvement

Main causes of job satisfaction

job conditions

personality

pay

corporate social responsibility

life satisfaction

Job conditions and satisfaction

the intrinsic nature of the work, social context, and supportive supervision

Personality and satisfaction

individuals with higher Core Self-Evaluations (CSEs) — those who believe in their inner worth and competence — are more satisfied

General mental ability and personality

intelligent individuals often seek more complex, satisfying jobs

Pay and satisfaction

Pay has a threshold effect. correlates with satisfaction for those at lower income levels, but once an individual reaches a level of comfortable living, the relationship between pay and satisfaction diminishes

CSR and satisfaction

self-regulated actions to benefit society or the environment. particularly significant for the job satisfaction of millennials

Life satisfaction and job satisfaction

a “spillover” effect exists where happiness at home influences happiness at work and vice versa

Positive outcomes of job satisfaction

job performance

organisational citizenship behaviour (OCB)

customer satisfaction

life satisfaction

Organisational Citizenship Behaviour as a result of job satisfaction

satisfied employees engage in discretionary extra-role behaviours that benefit the organisation, driven by trust and positive moods

Customer satisfaction as a result of job satisfaction

satisfied employees increase customer loyalty and satisfaction (the service-profit chain)

The EVLN Model

employees respond to dissatisfaction in four distinct ways, categorised by whether the response is Active vs Passive and Constructive vs Destructive

EVLN Model responses

Exit

Voice

Loyalty

Neglect

Exit (EVLN)

active and destructive — directing behaviour toward leaving the organisation

Voice (EVLN)

active and constructive — actively attempting to improve conditions (suggesting improvements, union activity)

Loyalty (EVLN)

passive and constructive — passively waiting for conditions to improve; defending the organisation against criticism

Neglect (EVLN)

passive and destructive — allowing conditions to worsen

Counterproductive Work Behaviour (CWB)

actions that actively damage the organisation

Predictors of Counterproductive Work Behaviour (CWB)

job dissatisfaction, abusive supervision, social norms

Managerial implications of Counterproductive Work Behaviour (CWB)

address root cause rather than merely punishing symptoms, as dissatisfied employees will find different ways to “get even”