This chapter is very essential for those who are studying OB and as well has a huge importance for everyone else. Attitude is what makes someone successful and someone else unsuccessful. attitude is defined as evaluative statements- either favorable or unfavorable- concerning people, things, objects etc.while job satisfaction is a positive feeling about one's job.

1. Attitudes and Job
satisfaction
Chapter Three:

2. 3–2
Beder International University
Faculty: Business Administration
Program: BBA
Course: Organizational Behavior
Year/semester: 2nd
year/1st
semester.
Group presentation.
Group members:
1. Abdisamed Mohamoud Suleiman
2. Ayaan Deeq Qawdhan
3. Nasra Ali Abdi

3. 3–3
1. Contrast the three components of an attitude.
2. Summarize the relationship between attitudes
and behavior.
3. Compare and contrast the major job attitudes.
4. Define job satisfaction and show how we can
measure it.
5. Summarize the main causes of job satisfaction.
6. Identify four employee responses to
dissatisfaction.

4. 3–4
 Attitudes are evaluative statements － either
favorable or unfavorable － concerning
objects, people, or events.
 They reflect how one feels about something.
 “ why I like my job? ”

5. 3–5
Attitudes
Evaluative
statements or
judgments
concerning
objects,
people, or
events.
Attitudes
Evaluative
statements or
judgments
concerning
objects,
people, or
events.
Affective Component
The emotional or feeling segment of
an attitude.
Affective Component
The emotional or feeling segment of
an attitude.
Cognitive component
The opinion or belief 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.
Behavioral Component
An intention to behave in a certain
way toward someone or something.

6. Negative

7. 3–7
For example: if workers belief there is a conspiracy
made by:
Bosses
Managers
Supervisors
Auditors
To make employees work harder for the same or
less money.
Therefore, the question is:
How they(employees) relate to actual job behavior?
And how they(employees) may be changed?

8. 3–8
 In the late 1960s, a review of a research
assumed that attitudes and behavior are
causally related that people do what they like
Examples:
a) People watch TV program which they like.
b) Employees avoid assignments they find distasteful.
 A researcher called Leon Festinger argued that
attitudes follow behavior.
 Cognitive Dissonance- Any incompatibility between
two or more attitudes or between behavior and
attitudes. i.e.
 Cheating.
 tobacco company.
 The result is whether make corrections or leave it.

9. 3–9
 What importance an individual gives
to a specific attitude.
 Its correspondence of behavior.
 Its accessibility.
 Social pressures.
 direct experience with attitude.

10. 3–10
Job Involvement
Identifying with the job, actively participating in it, and
considering performance important to self-worth.
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.
Job Satisfaction
A collection of positive and/or negative feelings that an
individual holds toward his or her job.
Types of major job attitudes

11. 3–11
Affective
Commitment
Continuance
Commitment
Normative
Commitment
Normative
Commitment
 An emotional
attachment to
the organization
and a belief in its
values.
 The percieved
economics
values of
remaining with
an organization
compared to
leaving it.
 An obligation to
remain with the
organization for
moral or ethical
reasons.

12. 3–12
Other Job Attitudes
Perceived Organizational Support(POS): The degree to
which employees believe an organization values their
contribution and cares about their well-being.
For example:
Employee accommodation
Forgiveness of minor mistakes made by employees
Employee Engagement: An individual’s involvement with,
satisfaction with, and enthusiasm for the work he or she does.
For example:
Highly engaged employees have a passion for their work and
feel a deep connection to their company.
Disengaged employees have checked out putting time but not
energy or attention into their work.

13. 3–13
 Evidence suggests these attitudes are highly
related.
 This means that, there is some distinctiveness
among them, but they overlap greatly.

14. 3–14
Job Satisfaction
 Job Satisfaction: A positive feeling about one’s job
resulting from an evaluation of its characteristics or an
individual’s emotional response to work or workplace.
 Job Satisfaction: includes multidimensional
psychological responses to an individual’s job. (by Hulin and
judge).
 Job Satisfaction: is the level of contentment employees
feel about their work which can affect performance.

15. 3–15
Measurement of Job Satisfaction
There are two popular measures:
A Single Global Rating– an individual’s response to the
question 
How satisfied are you with your job?
 The Respondent replies by circling a number between 1 and 5
that corresponds to answers from “highly satisfied ” to
“highly dissatisfied”.

16. 3–16
 A Summation of Job Facets – this 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.
……Continue……

17. 3–17
Causes of Job Satisfaction
The major cause of Job Satisfaction
are:
 Work Itself
 Pay
 Promotion
 Supervision
 feedback
 Coworker
 Overall

18. 3–18
Exit
Behavior directed toward
leaving the organization.
Exit
Behavior directed toward
leaving the organization.
Voice
Active and constructive
attempts to improve
conditions.
Voice
Active and constructive
attempts to improve
conditions.
Neglect
Allowing conditions to
worsen.
Neglect
Allowing conditions to
worsen.
Loyalty
Passively waiting for
conditions to improve.
Loyalty
Passively waiting for
conditions to improve.
The Impact of Satisfied and Dissatisfied
Employees on the Workplace

19. 3–19
The Impact of Satisfied and Dissatisfied
Employees on the Workplace
We can represent these Impact diagrammatically as this:We can represent these Impact diagrammatically as this:
Destructive Constructive
Active
Passive

20. 3–20
Outcomes of Satisfaction and
Dissatisfaction in the Workplace
 These are the outcomes of Job Satisfaction and
dependent variables.
1. J. S. and Performance +ve
2. J. S. and OCB +ve
3. J. S and customer satisfaction +ve
4. J. S. and Absenteeism -ve
5. J. S. and Turnover -ve
6. J. S. and Workplace Deviance -ve
 The opposite is also true.
 These are the outcomes of Job Satisfaction and
dependent variables.
1. J. S. and Performance +ve
2. J. S. and OCB +ve
3. J. S and customer satisfaction +ve
4. J. S. and Absenteeism -ve
5. J. S. and Turnover -ve
6. J. S. and Workplace Deviance -ve
 The opposite is also true.

21. 3–21
 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.
Cognitive Dissonance
Any incompatibility between two or more attitudes
or between behavior and attitudes.
The Theory of Cognitive Dissonance

22. 3–22

23. 3–23

24. 3–24

25. 3–25

26. 3–26