The document discusses attitudes and their relationship to behaviors. It defines attitudes as evaluative statements about objects, people, or events, and notes they have cognitive, affective, and behavioral components. Attitudes are influenced by a desire to reduce cognitive dissonance. Recent research shows attitudes can predict behaviors when moderating variables like importance and experience are considered. Job satisfaction is discussed as an attitude involving positive or negative feelings toward one's job. High job satisfaction is linked to higher productivity, fewer absences, and lower turnover. Overall the document examines how attitudes, especially job satisfaction, influence and relate to important workplace behaviors and outcomes.

1. © 2005 Prentice Hall Inc. All rights
reserved.
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Presented To :
Sir Nasir
Presented By :
Zaib Mirza

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Attitudes
Evaluative
statements or
judgments
concerning
objects,
people, or
events.
Affective Component
The emotional or feeling segment
of an attitude.
Cognitive component
The opinion or belief segment
of an attitude.
Behavioral Component
An intention to behave in a certain
way toward someone or something.

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Desire to reduce dissonance
• Importance of elements creating dissonance
• Degree of individual influence over elements
• Rewards involved in dissonance
Desire to reduce dissonance
• Importance of elements creating dissonance
• Degree of individual influence over elements
• Rewards involved in dissonance
Cognitive Dissonance
Any incompatibility between two or more attitudes
or between behavior and attitudes.

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Attitude Object: EMPLOYEE
COGNITIONS
My pay is low.
My supervisor is unfair.
AFFECTS
I am angry over how little I’m paid.
I dislike my supervisor.
BEHAVIORS
I am going to look for another job that
pays better.
I am looking for another job.

5.  Recent research indicates that attitudes (A)
significantly predict behaviors (B) when moderating
variables are taken into account.
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Moderating Variables
• Importance of the attitude
• Specificity of the attitude
• Accessibility of the attitude
• Social pressures on the individual
• Direct experience with the attitude
Moderating Variables
• Importance of the attitude
• Specificity of the attitude
• Accessibility of the attitude
• Social pressures on the individual
• Direct experience with the attitude

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Attitudes are used after the fact to make sense
out of an action that has already occurred.

7. Attitude & Behavior
SEA LEVEL
BEHAVIOR
VALUES – STANDARDS – JUDGMENTS
ATTITUDE
MOTIVES – ETHICS - BELIEFS
KNOWN
TO OTHERS
UNKNOWN
TO OTHERS

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Job Involvement
Identifying with the job, actively participating in it, and
considering performance important to self-worth.
Organizational Commitment
Identifying with a particular organization and its
goals, and wishing to maintain membership in the
organization.
Job Satisfaction
A collection of positive and/or negative feelings that an
individual holds toward his or her job.

9. Determinants of Job SatisfactionDeterminants of Job Satisfaction

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Employee Engagement
An individual’s involvement with, satisfaction with, and
enthusiasm for the organization.
Perceived Organizational Support (POS)
Degree to which employees feel the organization cares
about their well-being.

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Do Attitudes cause Behavior?
Answer: Not very well!
Attitudes have a stronger affect on
behavior if they are
important
specific
accessible
social pressure reinforces the attitude
you have experience with the attitude.

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Attitude Surveys
Eliciting responses from employees through
questionnaires about how they feel about their jobs,
work groups, supervisors, and the organization.

13. Conclusions
 Attitudes do not predict single behaviours
 Attitudes are related to multiple
behaviours (behavioural patterns)
 Attitudes influence behaviour through
influencing intention
 Intention is the better predictor of
behaviour
 In order to understand intentions and
behaviours, need to know about beliefs and
attitudes
This is essential in relation to attitude change

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15.  Training activities that can reshape employee
attitudes concerning diversity:
◦ Participating in diversity training that provides for self-
evaluation and group discussions.
◦ Volunteer work in community and social serve
centers with individuals of diverse backgrounds.
◦ Exploring print and visual media that recount and
portray diversity issues.
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16.  Measuring Job Satisfaction
◦ Single global rating
◦ Summation score
 How Satisfied Are People in Their Jobs?
◦ Job satisfaction declined to 50.4% in 2002
◦ Decline attributed to:
 Pressures to increase productivity and meet tighter
deadlines
 Less control over work
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Exit
Behavior directed toward
leaving the organization.
Voice
Active and constructive
attempts to improve
conditions.
Neglect
Allowing conditions to
worsen.
Loyalty
Passively waiting for
conditions to improve.

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E X H I B I T 3–5
E X H I B I T 3–5.

19.  Satisfaction and Productivity
◦ Satisfied workers aren’t necessarily more productive.
◦ Worker productivity is higher in organizations with
more satisfied workers.
 Satisfaction and Absenteeism
◦ Satisfied employees have fewer avoidable absences.
 Satisfaction and Turnover
◦ Satisfied employees are less likely to quit.
◦ Organizations take actions to retain high performers
and to weed out lower performers.
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20.  Satisfaction and Organizational Citizenship
Behavior (OCB)
◦ Satisfied employees who feel fairly treated by and are
trusting of the organization are more willing to engage in
behaviors that go beyond the normal expectations of
their job.
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21.  Satisfied employees increase customer
satisfaction because:
◦ They are more friendly, upbeat, and responsive.
◦ They are less likely to turnover which helps build long-
term customer relationships.
◦ They are experienced.
 Dissatisfied customers increase employee job
dissatisfaction.
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22.  Enjoying the work itself is almost always the
facet most strongly correlated with high level of
overall job satisfaction.
 Pay （ Exhibit 3-3 ）
 Personality also plays a role.
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23.  Job satisfaction and job performance
• “Myth or Science ？”
- Organizations with more satisfied employees tend to be
more effective than organizations with fewer satisfied
employees.
 Job satisfaction and OCB
• Job satisfaction should be a major determinant of an
employee’s organizational citizenship behavior
（ OCB ） .
• But satisfaction is unrelated to OCB when fairness is
controlled.
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24.  Job satisfaction and customer satisfaction
• Satisfied employees increase customer satisfaction
and loyalty.
• Dissatified customers can increase an employee’s
job dissatisfaction.
- Service-oriented bussiness obsess about pleasing
their customers.
 Job satisfaction and absenteeism
• There is consistent negtive relationship between
satisfaction and obsenteeism.
-The relation is moderate to weak ： organizations that
provide liberal sick leave benefits.
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25.  Job satisfaction and turnover
• Satisfaction is also negatively related to turnover.
-Some factors are important constrains on the actual
decision to leave one’s current job.
 Job satisfaction and workplace deviance
• Job dissatisfaction predicts a lot of specific
behaviors.
• The key is that if employees don’t like their work
environment, they’ll respond somehow.
-It is not always easy to forecast exactly how they’ll
respond.
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