Job Attitude

Job Attitude and Job Satisfaction

  • Objectives of Lecture:

    • Understand the concept of attitude and its influence on behavior.

    • Comprehend various job attitudes, their precursors, and outcomes.

    • Understand organizational citizenship and counterproductive work behaviors.

    • Acquire insights into absenteeism, turnover, and strategies to address these issues.

Understanding Attitude

  • Definition of Attitude:

    • Judgments or evaluative statements about objects, people, or events which can be favorable or unfavorable.

    • Example: "I like my job" is a subject of attitude relating to work.

  • Components of Attitude:

    • Cognitive: Opinion or belief about the attitude target (e.g., "My pay is low").

    • Affective: Emotional or feeling segment of an attitude (e.g., "I am angry over how little I’m paid").

    • Behavioral: Intention to behave in a certain way (e.g., "I’m going to look for another job").

Attitudes and Behavior

  • Attitudes can predict future behavior, but behaviors can also influence attitudes.

  • Cognitive Dissonance: Incompatibility between attitudes or between behavior and attitudes.

    • People seek consistency among their attitudes and behaviors, and dissonance causes discomfort leading to:

    • Altering attitudes or behavior.

    • Developing rationalization for discrepancies.

Job Attitudes

  • Key Job Attitudes:

    • Organizational identification.

    • Job satisfaction.

    • Organizational commitment.

    • Employee engagement.

Organizational Identification

  • Definition: The extent to which employees identify with their organization, enhancing self-esteem (e.g., "I work for Google").

  • Types of Organizational Identification (Kreiner and Ashforth, 2004):

    • Identification: Individuals define themselves by the organization's attributes.

    • Disidentification: Individuals define themselves as not sharing organizational attributes.

    • Ambivalent identification: Mixed feelings about the organization's attributes.

    • Neutral identification: Neither identifying nor disidentifying with the organization.

  • Ionfluence: Positive correlation with teamwork and cooperation; overidentification can lead to unethical behavior.

Job Satisfaction

  • Definition: Positive attitude or emotional state from evaluating one’s job experience.

  • Types of Measurement:

    • Overall Satisfaction: General evaluative rating of the job.

    • Facet Satisfaction: Specific areas like pay, supervision, and coworkers.

  • Measuring Job Satisfaction:

    • Overall Satisfaction: Simple scales (like a five-item scale).

    • Facet Satisfaction: Job Descriptive Index (JDI) that assesses satisfaction in areas such as the work itself, supervision, and coworkers.

  • Outcomes of Job Satisfaction:

    • Linked to reduced absenteeism and turnover.

    • Related to fewer occupational injuries and higher customer satisfaction.

    • Responses to dissatisfaction can include exit, voice, loyalty, or neglect.

Antecedents 先行的of Job Satisfaction(長題目出)

  1. Individual Differences:

    • Genetic predisposition (30% influence on satisfaction), inherited personality traits are related to tendency of feeling satisfied in a job

    • Core self-evaluations

      self-esteem, generalised self-efficacy, locus of control, emotional stability

    • personality traits (e.g., extraversion, conscientiousness)

  2. Job Circumstances:

    • Person-Environment fit: Matches between employee and job expectations.

    • Need and value fulfillment: -+Satisfaction declines when expectations are unmet. (Maslow need hierarchy)

      +Hezberg’s Two factors theory

    • Two factors involved in job satisfaction

      Motivators: responsibility, growth, challenges, job control

      Hygiene factors: pay, benefits, coworkers, security

    • 公正 Equity: Perception of fair input/output ratios influences satisfaction.

      input: the training, effort, skills, abilities that employees bring to work

      output: the compensation, satisfaction and other benefits employees derive from their work

      input/output ratio: ratio that results when employees compare their input and outcomes to those of others to determine if they are being treated equitable

    • Organizational justice (distributive, procedural, interactional) enhances satisfaction.

      Distributive justice: perceived fairness of the allocation of outcome or rewards to organisations members

      Procedural justice: the procedure by which rewards are distributed, it mainly concern if the decision making process is based on objective facts and free from bias

      Interactional justice: the extent to which employee feel they are respected and treated with dignity by the employer

    • Social influence

      social learning theory: employees observe the level of motivation and satisfaction of other employees then model it (new employees observe old seafood)

    • Opportunity to growth

      enriched jobs could enhance job satisfaction (tasks are meaningful, receive feedback, skills needed)

      method:

      Job rotation: employee are given opportunity to perform different jobs

      Job enlargement: employee are given more tasks to do at the same time

      Knowledge enlargement- allowed to make more complex decisions

      Task enlargement- given more task on same difficulty to perform

      Satisfaction increase with knowledge enlargement & decrease in tasks enlargement

Organizational Commitment

  • Definition: Degree to which an employee identifies with and involves themselves in the organization.

  • Components of Commitment:

    • Affective Commitment: Emotional attachment (strongest link to job performance).

    • Continuance Commitment: Attachment from perceived costs of leaving.

    • Normative Commitment: Obligated feeling towards the organization.

  • Outcomes: Higher commitment correlates with job performance, lower absenteeism, and turnover rates.

Employee Engagement

  • Definition: Level of emotional connection and dedication to one’s work.

  • Three Dimensions:

    • Vigour: Personal energy for work.

    • Dedication: Pride in work and challenge.

    • Absorption: Engrossed and experiencing flow in work tasks.

Attitude-Related Behaviour

  • Types of Behaviour:

    • Organizational citizenship behaviors (pro-social acts enhancing organizational effectiveness).

    • Counterproductive work behaviours (negative actions harming the organization).

    • Absenteeism and turnover as significant factors affecting organizational health.

Counterproductive Work Behaviour

  • Definition: Employee behaviors that negatively impact the organization, including verbal and physical hostility.

  • Absenteeism Factors:

    • Illness, personal problems, or lack of consequences influence absenteeism rates.

  • Solutions to Improve Attendance:

    • Incentives for good attendance.

    • Support systems to manage stress and health.

Turnover

  • Factors: Job satisfaction predicts turnover intentions and actual turnover.

  • Costs: Visible (advertising, training) and hidden (loss of productivity, efficiency).

    • Reducing turnover includes fair compensation, recognizing efforts, and improving job fits.