ORGANIZATIONAL BEHAVIOR

Course Leader: Dr. Berihun Muche

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CHAPTER 03
PART TWO
Attitudes and Job Satisfaction

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Major Job Attitude
● Organizational Commitment
o Identifying with a particular organization and its goals, while wishing
to maintain membership in the organization.
o Three dimensions:
• Affective – emotional attachment to organization
• Continuance Commitment – economic value of staying
• Normative – moral or ethical obligations
o Has some relation to performance, especially for new employees.
o Less important now than in the past – now perhaps
more of an occupational commitment, loyalty to
profession rather than a given employer.

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 QUESTION TIME
Organizational Commitment is Identifying with a
particular organization and its goals, while wishing to
maintain membership in the organization, hence which
one of the following components of attitude could be
considered as an emotional attachment to organization

A) Continuance Commitment
CREDITS: This presentation template was created by
B) Affective
Slidesgo, including icons by Flaticon, infographics &
C) Normative
images by Freepik
D) Economic attachments

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And Yet More Major Job Attitudes…
● Perceived Organizational Support (POS)
o Degree to which employees believe the organization values their
contribution and cares about their well-being.
o Higher when rewards are fair, employees are involved in decision
making, and supervisors are seen as supportive.
o High POS is related to higher OCBs and performance.
● Employee Engagement
o The degree of involvement with, satisfaction with, and
enthusiasm for the job.
o Engaged employees are passionate about their work
and company.

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 QUESTION TIME
1 ________ is the degree to which employees believe the
organization values their contribution and cares about
their well-being.

A) Psychological empowerment
B) Employee engagement
C) Perceived organizational support
D) CREDITS: This presentation
Organizational commitment template was created by
E) Slidesgo, including icons by Flaticon, infographics &
Job involvement
images by Freepik

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Are These Job Attitudes Really Distinct?
● No: these attitudes are highly related.
● Variables may be redundant (measuring the same thing under a different
name)
● While there is some distinction, there is also a lot of overlap.

● Be patient, OB researchers are working on it!

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Job Satisfaction
● One of the primary job attitudes measured.
o Broad term involving a complex individual summation of a number of
discrete job elements.
● How to measure?
o Single global rating (one question/one answer) - Best
o Summation score (many questions/one average) - OK
● Are people satisfied in their jobs?
o In the U. S., yes, but the level appears to be dropping.
o Results vary by employee facets of the job.
o Pay and promotion are the most problematic elements.

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Causes of Job Satisfaction
● Pay influences job satisfaction only to a point.
o After about $40,000 per year (in the U.S.), there is no relationship
between amount of pay and job satisfaction.
o Money may bring happiness, but not necessarily job satisfaction.
● Personality can influence job satisfaction.
o Negative people are usually not satisfied with their jobs.
o Those with positive core self-evaluation are more satisfied with their
jobs.

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Employee Responses to Dissatisfaction
● 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.

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Employee Responses to Dissatisfaction
● 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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 Employee Responses to Dissatisfaction
Active

Exit Voice
• Behavior • Active and
directed constructive
toward attempts to
leaving the improve
organization conditions

Destructive Constructive

Loyalty
Neglect
• Passively
• Allowing
waiting for
conditions to
conditions to
worsen
improve

passive
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Outcomes of Job Satisfaction
● Job Performance
o Satisfied workers are more productive AND more productive workers
are more satisfied!
o The causality may run both ways.
● Organizational Citizenship Behaviors
o Satisfaction influences OCB through perceptions of fairness.
● Ø Customer Satisfaction
o Satisfied frontline employees increase customer
satisfaction and loyalty.
● Ø Absenteeism
o Satisfied employees are moderately less likely to
miss work.

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More Outcomes of Job Satisfaction
● Turnover
o Satisfied employees are less likely to quit.
o Many moderating variables in this relationship.
• Economic environment and tenure
• Organizational actions taken to retain high performers and to
weed out lower performers
● Workplace Deviance
o Dissatisfied workers are more likely to unionize, abuse
substances, steal, be tardy, and withdraw.
● Despite the overwhelming evidence of the impact of job
satisfaction on the bottom line, most managers are either
unconcerned about or overestimate worker satisfaction.

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Global Implications
● Is Job Satisfaction a U.S. Concept?
o No, but most of the research so far has been in the U.S.
● Are Employees in Western Cultures More Satisfied With Their Jobs?
o Western workers appear to be more satisfied than those in Eastern
cultures.
o Perhaps because Westerners emphasize positive emotions and
individual happiness more than do those in Eastern cultures.

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Summary and Managerial Implications
● Managers should watch employee attitudes:
o They give warnings of potential problems
o They influence behavior
● Managers should try to increase job satisfaction and generate positive job
attitudes
o Reduces costs by lowering turnover, absenteeism, tardiness, theft,
and increasing OCB
● Focus on the intrinsic parts of the job: make work challenging
and interesting
o Pay is not enough

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Discussion:
● Discuss the relationship between job satisfaction and Job Performance,
Organizational Citizenship Behaviors, Customer Satisfaction, and
Absenteeism.

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ANY QUESTIONS

?
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THANK YOU!

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