The Individual

7pee67s
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Attitude and Job Satisfaction

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What is Attitude?
An attitude is an evaluative statement—favorable or
unfavorable—about objects, people, or events. It reflects
how an individual feels and thinks about something.

It reflects what a person thinks, feels, and how they are prepared to
act.
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What is Job Satisfaction?

Job satisfaction refers to the positive feeling an
individual has about their job resulting from an
evaluation of its characteristics.
Attitude and job satisfaction are strongly interlinked: 5

● Positive attitudes → higher job satisfaction

Employees who view their job, supervisors, and work environment
positively tend to be more satisfied.
● Negative attitudes → low job satisfaction
If employees feel undervalued, overworked, or unsupported, they
develop negative attitudes, which reduce satisfaction.

● Job satisfaction influences work behavior:

○ Low satisfaction may lead to absenteeism, turnover, or low
productivity
○ High satisfaction leads to commitment, cooperation, and better
performance
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Why Study Attitude in Organizations?

● Attitudes affect productivity, teamwork,
customer service, absenteeism, and turnover.

● Managers need to understand employee

attitudes to predict behavior.
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Affective Component (How I feel)

● Emotional or feeling segment of an attitude.

● Example:
Feeling upset, angry, or happy about job duties.

Example
● Feeling appreciated after receiving recognition.
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Behavioral Component (What I intend to do)

● Intention to behave in a certain way toward someone or something.

● Example:
“I’m going to apply for another job.”

Example
● Avoiding a coworker after a conflict.

● Volunteering for extra tasks if one feels excited about work.

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Cognitive Component (What I think)

● Represents beliefs, opinions and knowledge about a situation.

● Example:
“My supervisor shows favoritism.” (belief)

Example
● Employees may believe management is unfair if promotions
happen without transparency.
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A graphic designer always meets deadlines but is never

recognized.
● Belief (Cognitive): “Management doesn’t value my work.”

● Feeling (Affective): Discouraged, resentful

● Behavior: Stops taking initiative, avoids meetings

What can management do to change each component?

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Cognitive Component
(Belief: “Management doesn’t value my work”)
Management Actions:
● Provide transparent and timely recognition
Publicly acknowledge the designer’s contributions in meetings, newsletters or project
updates.

● Give constructive, specific feedback

Example: “Your delivery on the product launch design improved user engagement by
15%.”

● Involve the designer in important decisions

This helps them feel respected and valued.

● Clarify criteria for recognition and promotion

This removes assumptions and incorrect beliefs.
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Affective Component (Feeling: Discouraged, resentful)

Management Actions:
● Offer appreciation in a personal and sincere manner
A short one-on-one conversation expressing gratitude can shift emotional response.

● Provide growth and learning opportunities

Training, conferences, workshops → increase enthusiasm and pride.

● Create positive emotional experiences

Celebrating project wins, team bonding activities, creative freedom in assignments.

● Improve manager–employee relationship

Regular check-ins build trust, improving emotional climate.
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Behavioral Component (Behavior: Avoids meetings, stops

taking initiative)
Management Actions:
● Assign meaningful and challenging tasks
Gives the employee a reason to re-engage.

● Encourage participation in meetings

Ask for their ideas directly and positively reinforce their contributions.

● Reward initiative
Offer performance bonuses, recognition certificates or project leadership roles.

● Set goals jointly

When employees set their own goals, they feel more ownership and show proactive
behavior.
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Job involvement refers to the degree to which an employee psychologically identifies

with their jobs.

A highly involved employee sees their job as an important part of their life and self
worth.

Results -

High motivation
Strong sense of responsibility
More attention to work tasks
Low absenteeism

Example
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Organisational commitment is the employee’s emotional

attachment and loyalty to the organization

It reflects how much an employee wants to remain part of the

organisation.

Types -

Affective Commitment - emotional attachment (I want to stay)

Continuance commitment - cost-based (I need to stay)

Normative commitment - obligation based (I should stay)

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Examples -

An employee stays in the company because:

He likes the organisational culture.

He has good benefits and leaving would be risky.

He feels the company supported his education and

wants to give back.
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organisational support is the degree to which employees believe

that the organisation values their contributions and cares about
their well being.

Indicators -

Appreciation
Recognition
Fair treatment
Supportive leadership

Outcome -

High OS - Higher job satisfaction, productivity and reduced turnover

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Example -

A company offering flexible working hours to support

employees personal commitments, increases POS,
resulting into more loyal and satisfied employees.
4. Job Satisfaction (overall attitude) 20

Although job involvement, organizational commitment and POS influence job

satisfaction, job satisfaction itself is an attitude that reflects how an employee
feels about their job.

Factors influencing Job Satisfaction

Salary
Work environment
Relationship with colleagues
Career growth
Leadership style
Work–life balance

Example
An employee who receives appreciation from her manager and enjoys
teamwork feels high job satisfaction even if the salary is moderate.
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How These Attitudes are Connected

These attitudes influence each other:

If an employee feels supported (POS) → they become more

committed, which increases job satisfaction.

If employees identify strongly with their job (job involvement),

they tend to perform better and feel satisfied.
An employee with high job involvement suddenly shows low
commitment due to lack of recognition.

● What attitude changed?

● How will it affect job satisfaction?
● What can the organization do?
Personality is a term derived from the Latin word 'persona' which means
mask or dress up or to speak through.

This is a mix of certain characteristics or qualities which define the character

of a person.

This is a dynamic phenomenon that combines many distinct human traits. It's
hard to grasp as it has contextual personal characteristics to it.

Personality defines a person's recurring psychological patterns or emotions,

feelings, beliefs and behavior.

It represents the overall profile or combination of stable traits capturing a

person's unique nature.
Personality has components, internal as well as external.

External characteristics or physical features are

measurable actions based on which we draw inferences
about the personality of a individual.

The inner factors or cognitive characteristics are

inherently more complex feelings, thoughts, ideas, values
and interests.
According to G W Allport, “Personality is the dynamic
organization within the individual of those psychophysical
systems that determines his unique adjustment to his
environment.”

Burges says, “Personality is an individual’s unique and relatively

stable pattern of behavior, thoughts and feelings.”
personality is a reflection of the overall behavior of a person.

It is the sum of all the actions and reactions of a person towards

other persons.

Every person has a unique personality and they act in different

situations in a different way according to their personality traits.

Every manager should have understanding of personality

dimensions of employees in order to manage them. Managers
have to use varied motivation techniques to influence the
behavior of their employees.
Determinants of Personality

I. Hereditary Factors

1. Genetic Inheritance:
2. Twin and Family Studies:
3. Gene-Environment Interplay:

II. Environmental Factors

1. Family Environment:
2. Cultural and Societal Influences:
3. Peer Groups and Socialisation:
III. Situational Factors

1. Stress and Coping Mechanisms:

2. Role and Context:
3. Mood and Emotional State:

IV. Cultural Factors

1. Cultural Values:
2. Social Norms:

V. Social Factors

1. Peer Influence:
2. Social Support:
Openness
Openness (also referred to as openness to experience)
emphasizes imagination and insight the most out of all five
personality traits.1 People who are high in openness tend to
have a broad range of interests. They are curious about the
world and other people and are eager to learn new things and
enjoy new experiences.
People who are high in this personality trait also tend to be
more adventurous and creative. Conversely, people low in this
personality trait are often much more traditional and may
struggle with abstract thinking.
High
Very creative
Open to trying new things
Focused on tackling new challenges
Happy to think about abstract concepts

Low
Dislikes change
Does not enjoy new things
Resists new ideas
Not very imaginative
Dislikes abstract or theoretical concepts
Conscientiousness

Conscientiousness is defined by high levels of thoughtfulness, good

impulse control, and goal-directed behaviors.1 Highly conscientious people
tend to be organized and mindful of details. They plan ahead, consider how
their behavior affects others, and are conscious of deadlines.

If a person scores low on this personality trait, it might mean they are less
structured and organized. They may procrastinate when it comes to
getting things done, sometimes missing deadlines completely.
High
Spends time preparing
Finishes important tasks right away
Pays attention to detail
Enjoys having a set schedule
Low
Dislikes structure and schedules
Makes messes and doesn't take care of things
Fails to return things or put them back where they belong
Procrastinates important tasks
Fails to complete necessary or assigned tasks
Extraversion

Extraversion (or extroversion) is a personality trait characterized by

excitability, sociability, talkativeness, assertiveness, and high amounts
of emotional expressiveness. People high in extraversion are outgoing
and tend to gain energy in social situations. Being around others helps
them feel energized and excited.

People who are low in this personality trait (or introverted) tend to be
more reserved. They have less energy in social settings, and social
events can feel draining. Introverts often require a period of solitude
and quiet to "recharge."
High
Enjoys being the center of attention
Likes to start conversations
Enjoys meeting new people
Has a wide social circle of friends and acquaintances
Finds it easy to make new friends
Feels energized when around other people
Say things before thinking about them
Low
Prefers solitude
Feels exhausted when having to socialize a lot
Finds it difficult to start conversations
Dislikes making small talk
Carefully thinks things through before speaking
Dislikes being the center of attention
Agreeableness
This personality trait includes attributes such as trust, altruism,
kindness, affection, and other prosocial behaviors.

People who are high in agreeableness tend to be more

cooperative while those low in this personality trait tend to be
more competitive and sometimes even manipulative.
High
Has a great deal of interest in other people
Cares about others
Feels empathy and concern for other people
Enjoys helping and contributing to the happiness of other people
Assists others who are in need of help
Low
Takes little interest in others
Doesn't care about how other people feel
Has little interest in other people's problems
Insults and belittles others
Manipulates others to get what they want
Neuroticism
Neuroticism is a personality trait characterized by sadness,
moodiness, and emotional instability. This trait is generally
defined as a negative personality trait that can have detrimental
effects on a person's life and well-being. Individuals who are
high in neuroticism tend to experience mood swings, anxiety,
irritability and sadness.

People who are low in this personality trait tend to be more

stable and emotionally resilient.
High
Experiences a lot of stress
Worries about many different things
Gets upset easily
Experiences dramatic shifts in mood
Feels anxious
Struggles to bounce back after stressful events
Low
Emotionally stable
Deals well with stress
Rarely feels sad or depressed
Doesn't worry much
Is very relaxed
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Personality and the Organisation

Personality refers to the consistent patterns of behavior and emotional responses of individuals at work.

Organisational linkages:

Job performance: Conscientious employees show higher productivity and reliability.

Teamwork: Agreeable and emotionally stable employees promote cooperation.

Leadership: Extraverted and open individuals often succeed in leadership roles.

Adaptability: Open personalities adjust better to change and innovation.

Workplace climate: Positive personality traits contribute to a healthy work environment.

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Values and the Organisation

Values represent beliefs about what is right, important, and desirable.

Organisational linkages:

Ethical behaviour: Employees with strong moral values support ethical practices.

Decision-making: Values guide choices aligned with organisational objectives.

Commitment: Value congruence increases loyalty and job satisfaction.

Organisational culture: Shared values strengthen culture and identity.

Employee retention: Alignment of personal and organisational values reduces turnover

Thank You