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 Tanuja ()
VALUES, ATTITUDES AND
JOB SATISFACTION
Determinants of Work attitudes

Personality
The enduring ways a person has
of feeling, thinking and behaving

Work situation Attitudes to work Values

The work itself The collection of feelings, Intrinsic work
Coworkers, beliefs and predispositions to values
supervisors and behave in one’s job or Extrinsic work
subordinates organisation values
Physical working
conditions
Working hours, pay Social influence
and job security
Coworkers
Groups
Culture
Differences between Work Values
and Attitudes.

Values Attitudes
Nature of work itself Current job or organization

Stable over a long time Moderately stable

Determines choice of a Determines absenteeism,

job, career, happiness turnover, organizational
with a job, etc. citizenship behaviors.
 Why Might Attitudes Matter at Work?
► Because attitudes to work and/or employing
organisation might affect:

• Whether a person seeks a new job

• How co-operative they are with others at work
• Whether they present a positive image of the
organisation to clients or customers
• How they react to change
• How hard they work (motivation)
• Their psychological or physical health
Positive Attitude Negative Attitude

 Equality of opportunity and treatment  Inequality of opportunity of treatment

 Clarity of purpose  Lack of clarity
 Unity of purpose  Fragmentation of purpose
 Reward of achievement, loyalty and  Rewards based on favoritism and infighting
commitment  Remoteness and distance management style
 Openness of management style (both physical and psychological}
 Absolute standards for everyone  Different standards for different groups,
 High and equal value placed on all staff departments, divisions and individuals
 Recognition of every contribution  Different levels of value placed on different
staff
 Pride in the organization
 Lack of recognition
 Identity with the organization
 Lack of pride in organization
 High levels of esteem and respect for staff
 Clarity of communication
 Lack/ rejection of identity
 High quality information
 Lack of esteem and respect
 Lack of clarity in communications
 Open personal relationships
 Low quality information
 Open operational and professional
relationships
 Job satisfaction

 Definition: It is an individual’s general attitude toward

his/her job.
 A high level of job satisfaction equals positive attitudes
toward the job and vice versa.
 Employee attitudes and job satisfaction are frequently
used interchangeably.
 Often when people speak of “employee attitudes” they
mean “employee job satisfaction.”
 Job involvement

A workable definition: the measure of the degree to

which a person identifies psychologically with his/her job
and considers his/her perceived performance level
important to self-worth.
 High levels of job involvement is thought to result in
fewer absences and lower resignation rates.
 Job involvement more consistently predicts turnover than
absenteeism.
 Organizational commitment
 A state in which an employee identifies with a particular
organization and its goals, and wishes to maintain
membership in the organization.
 Research evidence demonstrates negative relationships
between organizational commitment and both
absenteeism and turnover.
 An individual’s level of organizational commitment is a
better indicator of turnover than the far more frequently
used job satisfaction predictor.
 Organizational commitment is probably less important as
a job-related attitude.
 In its place, we might expect “occupational
commitment” to become a more relevant variable
because it better reflects today’s fluid workforce.
 Measuring the A-B Relationship
 Relationship between attitudes and behavior (A-B).
 Attitudes significantly predict future behavior and
relationship can be enhanced by taking moderating
variables into account.
 An Application: Attitude Surveys
 The most popular method for getting information about
employee attitudes is through attitude surveys. (See
Exhibit 3-5)
 Using attitude surveys on a regular basis provides
managers with valuable feedback on how employees
perceive their working conditions. Managers present the
employee with set statements or questions to obtain
specific information.
 Policies and practices that management views as
objective and fair may be seen as inequitable by
employees in general or by certain groups of employees
and can lead to negative attitudes about the job and the
organization.
 Employee behaviors are often based on perceptions,
not reality. Often employees do not have objective data
from which to base their perceptions.
 The use of regular attitude surveys can alert
management to potential problems and employees’
intentions early so that action can be taken to prevent
repercussions.
Measuring Job Satisfaction
 Job satisfaction is “an individual’s general attitude
toward his/her job.”
 Jobs require interaction with co-workers and bosses,
following organizational rules and policies, meeting
performance standards, living with working conditions
that are often less than ideal, and the like. This means
that an employee’s assessment of how satisfied or
dissatisfied he or she is with his/her job is a complex
summation of a number of discrete job elements.
How Satisfied Are People in Their Jobs?
 What factors might explain the decline
despite growth:
 Increased productivity through heavier employee
workloads and tighter deadlines
 Employees feeling they have less control over their
work
 While some segments of the market are more satisfied
than others, they tend to be higher paid, higher skilled
jobs which gives workers more control and challenges.
MYTH OR SCIENCE? – “Happy
Workers Are Productive Workers”
 The Effect of Job Satisfaction on
Employee Performance
 Managers’ interest in job satisfaction tends to center on
its effect on employee performance. Much research has
been done on the impact of job satisfaction on employee
productivity, absenteeism, and turnover.
 Satisfaction and productivity:
 Happy workers are not necessarily productive workers—
the evidence suggests that productivity is likely to lead to
satisfaction.
 At the organization level, there is renewed support for
the original satisfaction-performance relationship. It
seems organizations with more satisfied workers as a
whole are more productive organizations.
 Satisfaction and absenteeism

 We find a consistent negative relationship between

satisfaction and absenteeism. The more satisfied you
are, the less likely you are to miss work.
 It makes sense that dissatisfied employees are more
likely to miss work, but other factors have an impact on
the relationship and reduce the correlation coefficient.
For example, you might be a satisfied worker, yet still
take a “mental health day” to head for the beach now
and again.
 Satisfaction and turnover

 Satisfaction is also negatively related to turnover, but

the correlation is stronger than what we found for
absenteeism.
 Other factors such as labor market conditions,
expectations about alternative job opportunities, and
length of tenure with the organization are important
constraints on the actual decision to leave one’s current
job.
 Evidence indicates that an important moderator of the
satisfaction-turnover relationship is the employee’s level
of performance.
How Employees Can Express
Dissatisfaction?
Exit: Behavior directed
toward leaving the
organization, including
looking for a new position
as well as resigning.
Voice

Actively and
constructively
attempting to
improve conditions,
including suggesting
improvements,
discussing problems
with superiors, and
some forms of union
activity.
Loyalty

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: Passively allowing conditions to worsen,
including chronic absenteeism or lateness, reduced
effort, and increased error rate.
 Exit and neglect behaviors encompass our performance
variables—productivity, absenteeism, and turnover.
 Voice and loyalty are constructive behaviors allow
individuals to tolerate unpleasant situations or to revive
satisfactory working conditions. It helps us to understand
situations, such as those sometimes found among
unionized workers, where low job satisfaction is coupled
with low turnover.
 POINT-COUNTERPOINT – Managers
Can Create Satisfied Employees
 Point
 A review of the evidence has identified four factors
conducive to high levels of employee job satisfaction:
 Mentally challenging work
 Equitable rewards
 Supportive working conditions
 Supportive colleagues
 Studies generally find that employee satisfaction is
increased when the immediate supervisor is
understanding and friendly, offers praise for good
performance, listens to employees’ opinions, and shows a
personal interest in them.
 Counter Point
 The notion that managers and organizations can control the level of
employee job satisfaction is inherently attractive. There is a growing
body of evidence that challenges that idea. Evidence seems to show
that employee job satisfaction is largely genetically determined.
 You either have happy genes, or you do nt. Approximately 80 percent
of people’s differences in happiness, or subjective well-being, have
been found to be attributable to their different genes. Analysis of
satisfaction data for a selected sample of individuals over a 50-year
period found consistently stable results over time. This and other
research suggests that an individual’s disposition toward life is
established by his/her genetic makeup, holds over time, and carries
over into his/her disposition toward work.
 Given these findings, there is probably little that most managers can
do to influence employee satisfaction. The only place where
managers will have any significant influence will be through their
control of the selection process
Thank You!