Organizational Behavior (ALD 2201)

Course Instructor:
Mafi Rahman
Lecturer
Department of Business Administration-General
Faculty of Business Studies
Bangladesh University of Professionals (BUP)

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We are going to learn about…
• Attitudes
• Components of attitudes
• Major job attitudes
• Job satisfaction
• How it can be measured
• Outcomes of Job Satisfaction
• The Impact of Job Dissatisfaction
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 Upon completion of this chapter, you will be able to:

• Contrast the three components of an attitude.

• Compare the major job attitudes.
• Identify the two approaches for measuring job
satisfaction.
• Summarize the main causes of job satisfaction.
• Identify four employee responses to dissatisfaction.

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 Attitudes

• Evaluative statements—either favorable or

unfavorable—about objects, people, or events. They
reflect how we feel about something.
• When I say, “I like my job”- I am expressing my attitude
about work.

https://www.youtube.com/watch?v=eGT4lnnDPpI&ab
_channel=QueMaurice

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 Main Components of Attitudes

Researchers have assumed that attitudes have three components: cognition, affect, and behavior.
1. The statement “My pay is low” is the cognitive component of an attitude— a description of
or belief in the way things are.
2. It sets the stage for the more critical part of an attitude—its affective component. Affect is
the emotional or feeling segment of an attitude and is reflected in the statement “I am angry
over how little I’m paid.”
3. Finally, affect can lead to behavioral outcomes. The behavioral component of an attitude
describes an intention to behave in a certain way toward someone or something—to continue
the example, “I’m going to look for another job that pays better.”

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Job Attitudes:
• Job Satisfaction: A positive feeling about a job resulting from an evaluation of its
characteristics.
A person with a high level of job satisfaction holds positive feelings about his or her job,
while a person with a low level holds negative feelings.
o Job Involvement: Related to job satisfaction. It measures the degree to which people
psychologically identify with their job and consider their perceived performance level
important to their self-worth.
Employees with a high level of job involvement strongly identify with and really care about
the kind of work they do.
• Organizational Commitment: In organizational commitment, an employee identifies with
their organization and its goals and wishes to remain a member.
Most research has focused on emotional attachment to an organization and belief in its
values as the “gold standard” for employee commitment.

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 Job Attitudes (Continued):
• Perceived Organizational Support: POS is the degree to which employees believe the organization values
their contribution and cares about their well-being .
Example: an employee believes his organization would accommodate him if he had a childcare problem or
would forgive an honest mistake on his part).

• Employee Engagement: The degree of enthusiasm an employee feels for the job. Employee engagement
represents a combination of attitudes (e.g., satisfaction and commitment) but exceeds these, meaning
something like “devotion” or giving your “heart and soul” to your work.

Highly engaged employees have a passion for their work and feel a deep connection to their company;
disengaged employees have essentially checked out—putting time but not energy or attention into their
work. 8
 Are These Job Attitudes All That Distinct?

• You might wonder whether these job attitudes are really distinct. If people feel deeply
engaged by their job (high job involvement), isn’t it probable they like it too (high job
satisfaction)? Won’t people who think their organization is supportive (high perceived
organizational support) also feel committed to it (strong organizational commitment)?
• Evidence suggests these attitudes are highly related.
• For example, the correlation between perceived organizational support and affective
commitment is very strong.
• They overlap significantly for various reasons, including the employee’s personality.

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 Job Satisfaction
A positive feeling about a job resulting from an evaluation of its characteristics.

How Do I Measure Job Satisfaction?

Two approaches are popular-
1. The single global rating is a response to one question, such as “All things
considered, how satisfied are you with your job?” Respondents circle a number
between 1 and 5 on a scale from “highly satisfied” to “highly dissatisfied.”
2. The second method, the summation of job facets, is more sophisticated. It
identifies key elements in a job such as the nature of the work, supervision,
present pay, promotion opportunities, and relationships with co-workers.
Respondents’ rate these on a standardized scale, and researchers add the ratings
to create an overall job satisfaction score.
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 What Causes Job Satisfaction?
• Job Conditions: Interesting jobs that provide training, variety, independence, control,
interdependence, feedback, social support, and interaction with coworkers outside the
workplace are strongly related to job satisfaction, even after accounting for the work’s
characteristics.
• Personality and Individual Differences: People who have positive core self-evaluations (CSEs);
who believe in their inner worth and basic competence—are more satisfied with their jobs than
people with negative CSEs. Intelligent people tend to be more satisfied with their jobs, primarily
because they seek out complex jobs that satisfy their intellectual curiosity. Fit between the
person and the job matters, too. People are more satisfied when their interests (e.g., a desire to
make art) match their jobs (e.g., artist).
• Pay: Income does correlate with job satisfaction and overall happiness for many people, and
people do experience decrements in job satisfaction when they detect discrepancies with
others. Still, the effect (of both pay level and discrepancies with others) can be smaller once an
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individual reaches a standard level of comfortable living. (Exhibit 3-5)
Money does motivate people. But what motivates us is not necessarily the same as what makes us happy.

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 EXPERIENTIAL EXERCISE
What Factors Are Most Important to Your Job Satisfaction?

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 Outcomes of Job Satisfaction

• Job Performance: Happy workers are more likely to be productive workers. Organizations with
more satisfied employees tend to be more effective than organizations with fewer.
• Organizational Citizenship Behavior (OCB): Satisfied employees would seem more likely to talk
positively about the organization, help others, and go beyond the normal expectations in their
job, perhaps because they want to reciprocate their positive experiences.
• Customer Satisfaction: Satisfied employees increase customer satisfaction and loyalty as
employees in service jobs often interact with customers.
https://www.youtube.com/watch?v=KpuoDRuxkU4&ab_channel=Learn%26Earn
https://thefinancialexpress.com.bd/trade/mtb-gets-best-customer-service-bank-bangladesh-2023-
award
• Life Satisfaction: It decreases when people become unemployed. So, overall happiness depends
on our happiness in our work (our job satisfaction).
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The Impact of Job Dissatisfaction

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 The Impact of Job Dissatisfaction

What happens when employees like their jobs, and when they dislike their jobs? The
following theoretical model—the exit–voice–loyalty–neglect framework—is helpful in
understanding the consequences of dissatisfaction. The responses are as follows:
• Exit: The exit response directs behavior toward leaving the organization, including looking for a
new position as well as resigning.
• Voice: The voice response includes actively and constructively attempting to improve conditions,
including suggesting improvements, discussing problems with superiors, and undertaking some
forms of union activity.
• Loyalty: The loyalty response means passively but optimistically waiting for conditions to
improve, including speaking up for the organization in the face of external criticism and trusting
the organization and its management to “do the right thing.”
• Neglect: The neglect response passively allows conditions to worsen and includes chronic
absenteeism or lateness, reduced effort, and increased error rate.
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 The Impact of Job Dissatisfaction
Counterproductive Work Behavior (CWB):
• Substance abuse, stealing at work, endless scrolling on social media, gossip, absenteeism, and
tardiness are examples of destructive behaviors to organizations. They are indicators of
counterproductive work behavior (CWB), also termed deviant behavior in the workplace or
simply employee withdrawal.
• Job dissatisfaction predicts CWB. People who are not satisfied with their work become
frustrated, which lowers their performance and makes them more prone to CWB.
• Dissatisfied employees often choose one or more specific behaviors due to idiosyncratic factors.
• Employers should seek to correct the source of the problem—the dissatisfaction—rather than
try to control the different responses.
• According to some research, sometimes CWB is an emotional reaction to perceived unfairness.
• Steps to mitigate CWB as a manager can be- poll employee attitudes, identify areas for
workplace improvement, and attempt to measure CWB.
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 The Impact of Job Dissatisfaction
• Absenteeism: When numerous alternative jobs are available, dissatisfied employees have high
absence rates, but when there are few alternatives, dissatisfied employees have the same (low) rate
of absence as satisfied employees.

• Turnover: The satisfaction–turnover relationship also is affected by alternative job prospects. Job
dissatisfaction is more likely to translate into turnover when employment opportunities are plentiful
because employees perceive it is easy to move.

Managers Often “Don’t Get It”:

Many managers are unconcerned about employee job satisfaction. Still others overestimate how
satisfied employees are with their jobs, so they don’t think there’s a problem when there is. Regular
surveys can reduce gaps between what managers think employees feel and what they really feel.
Jonathan McDaniel, manager of a KFC restaurant in Houston, surveys his employees every 3 months.
Some results led him to make changes, such as giving employees greater say about which workdays they
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Google employees are found to be the happiest.
Why?

https://www.youtube.com/watch?v=n_Cn8eFo7u8&ab_channel=LifeatGoogle

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In the Next Class..

Chap 4: Emotions and Moods

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