Organizational Behavior: Job Attitudes Summary

Attitudes are judgments or evaluative statements reflecting feelings about objects, people, or events.
Values are deep beliefs about what is right/important, highly stable.
Attitudes are learned feelings/evaluations, moderately stable.
Behavior refers to observable actions, can change frequently.
Key Insight: Values influence attitudes, and attitudes influence behavior, though not always directly (due to pressure/fear).

Attitudes often determine what people do.
Cognitive Dissonance: Incompatibility between attitudes or between attitudes and behavior; individuals seek consistency.
Moderating Variables strengthening the attitude-behavior relationship include attitude importance, correspondence to behavior, accessibility, social pressures, and direct experience with the attitude (which makes the link stronger).

Organizational Identification: Extent employees define themselves by organization's characteristics.
Job Satisfaction: Positive feeling about the job from evaluating its characteristics.
Job Involvement: Degree a person identifies with a job, participates, and considers performance important to self-worth.
- Psychological Empowerment: Belief in influence, competence, meaningfulness, and autonomy in one's job.
Organizational Commitment: Identifying with organization goals and wishing to maintain membership; reduces work withdrawal.
Perceived Organizational Support (POS): Belief the organization values contributions and cares for well-being; linked to fair rewards, involvement, and supportive supervisors.
Employee Engagement: Individual's involvement with, satisfaction with, and enthusiasm for the work.
Job attitudes in the Gig Economy are influenced by work stability, assignment traits, and workers themselves.
Major job attitudes are highly related and often overlap.

Job Satisfaction: A positive feeling about a job resulting from an evaluation of its characteristics.
Two common approaches for measurement:
- The single global rating of satisfaction.
- The summation of job facets (ASPECTS).
Job satisfaction generally high in developed countries, influenced by economic conditions, job facets, and cultural differences.

Job Conditions: Intrinsic nature of work, social interactions, and supervision are key predictors.
Personality and Individual Differences: Individuals with positive core self-evaluations (belief in inner worth/competence) are more satisfied.
Pay: Money motivates but does not strongly correlate with job satisfaction at higher pay levels; what motivates is not always what makes one happy.

Job Performance: Satisfied workers are more productive.
Organizational Citizenship Behavior (OCB): Satisfied employees are more likely to engage in OCBs.
Customer Satisfaction: Satisfied employees lead to increased customer satisfaction and loyalty.
Life Satisfaction: Job satisfaction is positively correlated with overall life satisfaction.

Responses can be categorized by activity (active/passive) and constructiveness (constructive/destructive):
- VOICE: Active and constructive attempt to improve conditions.
- EXIT: Active and destructive response of leaving the organization.
- LOYALTY: Passive and constructive waiting for conditions to improve.
- NEGLECT: Passive and destructive allowing conditions to worsen.
Counterproductive Work Behavior (CWB): Actions that actively damage the organization (e.g., stealing, aggression, tardiness).
Absenteeism: Higher satisfaction leads to less absenteeism.
Turnover: Lowered job satisfaction is the best predictor of intent to leave.