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

BBA 352
Organizational Behavior
Lecture 1
Attitudes and Job Satisfaction
S. Chan
[email protected]
http://home.chuhai.hk/~charmaine/
1
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
•…..
2
Attitudes  Behavior  Job satisfaction
3
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
4
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
5
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
6
What causes job satisfaction
-
Work itself
-
Pay
-
Promotion
-
Supervision
-
Relationship with co-workers
-
Autonomous and independence
-
benefits
-
Career advancement and development opportunities
-
Job security
-
meaningful of job
-
Opportunities to use skills
-
Corporate culture
7
Impact of satisfied and dissatisfied employees
Active
Exit
Destructive
Voice
Neglect
Loyalty
Constructive
Passive
8
Impact of satisfied and dissatisfied employees
Satisfied employees:
-
Voice response: actively and constructively attempting
to improve conditions, e.g. give suggestions for
improvements, discussing problems with supervisors
-
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
9
Job satisfaction and job performance
-
Strong causal relationship: higher job satisfaction
higher job performance
-
Satisfied employees tend to be more effective than
dissatisfied employees
Job satisfaction and Organizational citizenship
behavior (OCB)
-
Satisfied employees would seem more likely to talk
positively about organization, help others and work with
greater duty
-
Because satisfied employees have significant perception
of fairness, trust development
10
Job satisfaction and Absenteeism
-
Consistent negative relationship between satisfaction and
absenteeism
-
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
-
Satisfaction is strongly negatively related to turnover.
-
The higher the satisfaction on work, the less likely the
employees leave the job.
-
But turnover is also affected by other factors: labourmarket situation length of tenure, retention schemes, etc.
11
Implications to managers
-
High pay is not the only factors
-
Managers can raise employee satisfactions with the
intrinsic parts of the job, e.g. making the work challenging
and interesting
12