S.Chan www.chuhai.edu.hk/charmaine

Report
BBA 352
Organizational Behavior
Lecture 1
Attitudes and Job Satisfaction
S. Chan
[email protected]
http://home.chuhai.hk/~charmaine/
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Google:
•Chef-prepared food
•Huge gym and equipment
•Onsite car wash
•Oil changes
•Haircuts and dry clean
•Free doctor checkup
•Child care service
•Free transportation – shuttle bus
•Automatic life insurance
•25 vocation days to employees with >6 years of seniority
•Tuition reimbursement $8000 per year
•$2000 bonus for refering employees who work at least 60 days
•…..
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Attitudes  Behavior  Job satisfaction
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Attitudes – The component of attitudes
-Evaluative statements (favorable/unfavorable) about objects,
people or events
• Cognitive component
•Opinion or belief on an attitude: My pay is low
•Affective component
•Emotional feeling of an attitude: “I am upset about how
little I’m paid”
•Behavioral component
•Intention to behavior toward someone or something:
“I’m going to look for other job
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Attitudes- The component of attitudes 2
1. Cognitive = evaluation: CHC offers me a chance to study
2. Affective = feeling: I thank for CHC for offering me a chance
3. Behavioral = action: I will work hard for this valuable chance
and earn myself a first-honor degree
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Job satisfaction
-Describe a positive feeling about a job resulting from an
evaluation of its characteristics.
-Higher level of satisfaction  positive feeling about job
-In OB, an attitude always refers to job satisfaction
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What causes job satisfaction
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Work itself
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Pay
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Promotion
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Supervision
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Relationship with co-workers
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Autonomous and independence
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benefits
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Career advancement and development opportunities
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Job security
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meaningful of job
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Opportunities to use skills
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Corporate culture
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Impact of satisfied and dissatisfied employees
Active
Exit
Destructive
Voice
Neglect
Loyalty
Constructive
Passive
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Impact of satisfied and dissatisfied employees
Satisfied employees:
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Voice response: actively and constructively attempting
to improve conditions, e.g. give suggestions for
improvements, discussing problems with supervisors
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Loyalty response: involves passively but optimistically
waiting for conditions to improve.
Dissatisfied employees:
1. Exit response: Leaving the organization by looking for
a new position and resigning.
2. Neglect response: passively allowing conditions to
worsen, e.g. absenteeism or lateness, reduced effort
and increase error rate
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Job satisfaction and job performance
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Strong causal relationship: higher job satisfaction
higher job performance
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Satisfied employees tend to be more effective than
dissatisfied employees
Job satisfaction and Organizational citizenship
behavior (OCB)
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Satisfied employees would seem more likely to talk
positively about organization, help others and work with
greater duty
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Because satisfied employees have significant perception
of fairness, trust development
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Job satisfaction and Absenteeism
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Consistent negative relationship between satisfaction and
absenteeism
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Satisfied employees tend to have higher attendance, but
the absenteeism is also affected by other factors, such as
health, study ..etc.
Job satisfaction and Turnover
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Satisfaction is strongly negatively related to turnover.
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The higher the satisfaction on work, the less likely the
employees leave the job.
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But turnover is also affected by other factors: labourmarket situation length of tenure, retention schemes, etc.
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Implications to managers
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High pay is not the only factors
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Managers can raise employee satisfactions with the
intrinsic parts of the job, e.g. making the work challenging
and interesting
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