Organizational Behavior

Nineteenth Edition, Global Edition

Chapter 3

Job Attitudes

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Learning Objectives
3.1 Contrast the three components of an attitude.
3.2 Summarize the relationship between attitudes and
behavior.
3.3 Compare the major job attitudes.
3.4 Identify the two approaches for measuring job
satisfaction.
3.5 Summarize the main causes of job satisfaction.
3.6 Identify four outcomes of job satisfaction.
3.7 Identify four employee responses to job dissatisfaction.

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CHAPTER 3: Job Attitudes
Covered topics

Section: 3.1-Contrast the three components of an attitude.

1. Contrast the Three Components of an Attitude (1 of 2)
2. Contrast the Three Components of an Attitude (2 of 2)
Section: 3.2-Summarize the relationship between attitudes and
behavior.
1. Summarize the Relationship Between Attitudes and
Behavior (1-2 of 2)

Section: 3.3-Compare the major job attitudes.

1. Compare the Major Job Attitudes (1 of 7 TO 7 OF 7)
Contrast the Three Components of an
Attitude (1 of 2) CH3:
MID

3.1 Contrast the three components of an

attitude.

• Attitudes are judgments or evaluative statements—

either favorable or unfavorable—about objects, people, or
events.
– They reflect how we feel about something.

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Sources of Behaviour CH3:
MID

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Contrast the Three Components of an
Attitude (1.2 of 2) CH3:
MID
Sources of Behavior
Stable or
Concept Definition Focus Example
Changeable?
• Deeply held
beliefs about • What we • Very stable; • Honesty,
Values what is right, believe is formed freedom, hard
important, or important early in life work
desirable
• Learned feelings • "I like
• How we feel • Moderately
or evaluations teamwork" or
Attitudes toward a person,
about stable; can
"I dislike long
something change
object, or idea meetings"
• Speaking up in
• Observable meetings,
• Can change
Behavior actions or • What we do
frequently
skipping class,
reactions helping a
coworker

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Sources of Behavior
Contrast the Three Components of an CH3:
MID
Attitude (1.3 of 2)
Key Insight:
•Values influence attitudes, and attitudes influence behavior —
•--------------------------------but not always directly. -----------------------------------

•People don’t always behave in line with their values or attitudes due to
pressure, fear, or practical reasons.

Example Putting All Three Together:

• Value: You believe equality is important.
• Attitude: You feel strongly against discrimination.
• Behavior: You speak up when you see someone being treated
unfairly.

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Contrast the Three Components of an
Attitude (2 of 2) CH3:
MID
Exhibit 3.1 The Components of an Attitude

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Summarize the Relationship Between
Attitudes and Behavior (1 of 2) CH3:
MID

3.2 Summarize the relationship

between attitudes and behavior.

• The attitudes that people hold determine what they do.

– Cognitive dissonance is any incompatibility an
individual might perceive between two or more
attitudes or between behavior and attitudes.
• Research has generally concluded that people seek
consistency among their attitudes and between their
attitudes and their behavior.

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Summarize the Relationship Between
Attitudes and Behavior (2 of 2) CH3:
MID

• Moderating Variables:
– Attitude’s importance
– Correspondence to behavior
– Accessibility
– Presence of social pressures
– Whether a person has direct experience with the
attitude
• The attitude-behavior relationship is likely to be
much stronger if an attitude refers to something with which
we have direct personal experience.

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 CH3:
Summarize the Relationship Between Attitudes and Behavior MID
Aspect Values Ethics Character
• Deeply held personal • Moral principles that • The set of moral
 Definition beliefs about what is guide what is right or qualities and traits
important wrong reflected in behavior
• Internal (personal,
• External (social norms, • Internalized values and
 Source cultural, or religious
professional codes, laws) ethics over time
background)
• What matters to a • How consistently a
• What is right or wrong in
 Focus person (e.g., honesty,
specific situations
person acts according
success) to values and ethics
• May vary between • Generally shared across • Built through consistent
 Consistency individuals a group or profession behavior over time
• Treating team members • Owning up to mistakes;
 Example in • Valuing transparency,
fairly and following doing the right thing
Leadership fairness, or innovation
codes of conduct under pressure
• Social responsibility,
• Beliefs, identity, and • Integrity, courage, self-
 Driven by life experiences
laws, professional
discipline
standards
• Shaped through habits,
• Influenced, but mostly • Yes, through training,
 Can it be taught? internal policies, and discussions
experiences, and
leadership modeling
• Through
• Through stated
• Through ethical trustworthiness,
 Visible in Leadership priorities and decision-
decisions and actions accountability, and
making criteria
moral courage

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The 7 Habits of Highly Effective People®
Coverage
22-11-2025

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The 7 Habits of Highly Effective People®
The Maturity Continuum in the 7 Habits Model
The Maturity Continuum in the 7 Habits Model
 Stephen Covey describes personal growth and effectiveness as a
progression through three levels of maturity.
 This progression is called the Maturity Continuum, and it represents
how people move from being dependent on others to becoming
independent and finally interdependent.

The three stages are:

 Dependence → “You take care of me.”
 Independence → “I can take care of myself.”
 Interdependence → “We can take care of each other.”

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The 7 Habits of Highly Effective People®
1. Dependence (Lowest Level of Maturity)
 Meaning:
Dependence means relying on others to take care of you, make
decisions for you, or solve your problems. It is the stage of emotional
and personal immaturity.

 Mindset: “You” – You take care of me, you make me happy, you
are responsible for what happens to me.

 Example:
A dependent employee waits for their manager to tell them what to do
and blames others when results aren’t achieved.

 Associated Habits:
None yet — this is before developing the first three habits.

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The 7 Habits of Highly Effective People®
2. Independence (Middle Level of Maturity)
•Meaning:
Independence is the stage where a person becomes self-reliant and takes
personal responsibility for their actions and success. It is about gaining personal
victory.

•Mindset: “I” – I am responsible. I can choose my own responses and control

my life.

•Example: An independent person sets their own goals, manages their time
effectively, and does not depend on others for motivation.
•Associated Habits:
The first three habits of Covey’s model develop independence:
 H-1. Be Proactive – Take responsibility for your actions.
 H-2. Begin with the End in Mind – Define your goals and direction.
 H-3. Put First Things First – Prioritize what matters most.

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The 7 Habits of Highly Effective People®
3. Interdependence (Highest Level of Maturity)
•Meaning:
Interdependence is the most advanced level of maturity, where individuals
recognize that working together produces greater results than working alone. It
involves cooperation, communication, and mutual benefit.
•Mindset: “We” – Together we can achieve more than we could separately.
•Example:
A team where members collaborate, value each other’s strengths, and support one
another to achieve shared goals.
 Associated Habits:
The next three habits develop interdependence:
 H-4. Think Win-Win – Seek mutual benefit in all interactions.
 H-5 Seek First to Understand, Then to Be Understood – Practice
empathetic communication.
 H-6 Synergize – Combine strengths through teamwork for greater
outcomes.
 H-7. The 7th habit – (“Sharpen the Saw” – supports continuous growth
across all three stages.)
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The 7 Habits of Highly Effective People®
Summary Table: The Maturity Continuum
Stage Focus / Mindset Description Related Habits
Relying on others
None (pre-
Dependence “You” for success and
development)
happiness.
Self-mastery and
Independence “I” personal Habits 1–3
responsibility.
Teamwork,
Interdependence “We” cooperation, and Habits 4–6
mutual success.
Ongoing self-
Continuous
“Renewal” improvement and Habit 7
Growth
balance.

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The 7 Habits of Highly Effective People®
In Summary:
Applying the 7 Habits principle by LEADERS.
A leader applying Covey’s 7 Habits will:
 Take responsibility (Be Proactive)
 Provide direction (Begin with the End in Mind)
 Manage priorities (Put First Things First)
 Build mutual respect (Think Win-Win)
 Communicate with empathy (Seek First to Understand)
 And finally, create synergy through teamwork.

These principles turn good managers into effective,

trusted, and inspiring leaders who build teams that
perform — and grow — together.
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The 7 Habits of Highly Effective People®

Top 5 Leadership Advice Based on Covey’s 7 Habits

1. Be Proactive – Take Responsibility for the Team’s Climate

•Meaning: Don’t wait for problems to fix themselves. Great leaders shape
the environment by modeling positive behavior.
•Practical Advice:
• Respond calmly to setbacks and focus on what can be controlled.
• Avoid blaming team members; instead, ask, “What can we learn
and improve?”
• Lead by example — your attitude sets the emotional tone for the
team.
•Result: Builds trust and accountability across the team.

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The 7 Habits of Highly Effective People®

2. Begin with the End in Mind – Give Clear Vision and

Purpose
•Meaning: Effective leaders start with a clear picture of what
success looks like for the team.
•Practical Advice:
• Communicate a shared goal that inspires people (“Why
we are doing this”).
• Define what success looks like — outcomes, not just
tasks.
• Align team goals with the organization’s mission so
everyone understands the bigger purpose.
•Result: Teams become more motivated and focused on
meaningful outcomes.

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The 7 Habits of Highly Effective People®
3. Put First Things First – Prioritize 4. Think Win-Win – Create a
What Truly Matters Culture of Mutual Benefit
•Meaning: Focus on the most •Meaning: Look for solutions where
important tasks, not just the most everyone gains, instead of
urgent ones. competing interests.
• Practical Advice: • Practical Advice:
• Help your team prioritize high- • Encourage open dialogue in
value work instead of reacting conflicts — aim for outcomes
to every small issue. that respect both the team’s
• Delegate effectively — and individuals’ needs.
empower others to own their • Recognize achievements and
responsibilities. give credit fairly.
• Protect time for planning, • Treat mistakes as
innovation, and development, opportunities to learn, not to
not just firefighting. punish.
• Result: Teams work smarter, not • Result: Builds collaboration,
harder — reducing burnout and trust, and commitment — not fear
increasing productivity. or rivalry.

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The 7 Habits of Highly Effective People®
5. Seek First to Understand, Then 6. Synergize (Combine Strengths)
to Be Understood – Practice •Meaning: Value differences and
Empathetic Leadership use team diversity to find better
•Meaning: Listen to your people solutions.
before you respond or give orders. •Practical Advice:
• Practical Advice: • Encourage brainstorming
• Ask team members for their where everyone contributes
views before making major ideas.
decisions. • Use people’s unique
• Use active listening — strengths instead of trying to
summarize what you heard make everyone the same.
before replying. • Result: More creative, resilient,
• Show genuine care for and unified teams.
individual challenges and
perspectives.
•Result: Strengthens
communication, reduces conflict,
and makes employees feel
valued.
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The 7 Habits of Highly Effective People®

In Summary
A leader applying Covey’s 7 Habits will:
 Take responsibility (Be Proactive)
 Provide direction (Begin with the End in Mind)
 Manage priorities (Put First Things First)
 Build mutual respect (Think Win-Win)
 Communicate with empathy (Seek First to Understand)
 And finally, create synergy through teamwork.
These principles turn good managers into effective, trusted, and
inspiring leaders who build teams that perform — and grow —
together.

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 The 7 Habits of Highly Effective People®

In Summary
Covey’s Maturity Continuum
teaches that true
effectiveness comes from
moving:
Dependence →
Independence →
Interdependence.
You must first achieve private
victory (master yourself)
before achieving public
victory (work effectively with
others).

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The 7 Habits of Highly Effective People®

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The 7 Habits of Highly Effective People®
Habit 1: Habit 1: Be Proactive® Habit 3: Put First Things First®
Between stimulus and response is the freedom Habit 3: Put First Things First is about time
to choose. Habit 1: Be Proactive is about taking management. The Time Matrix® provides a
responsibility for one’s own life. Proactive model for identifying and prioritizing tasks
people don’t blame parents, circumstances, or based on urgency and importance. Truly
conditions for their behavior. Instead, they effective people ensure the most meaningful
choose to focus on areas of life that lie within tasks related to their personal mission
their circle of influence. statement are accounted for in weekly and
daily planning.
Habit 2: Begin With the End in
Mind® Habit 4: Think Win-Win,
In living people work effectively and efficiently
Rather than allow other people and
with others to achieve optimal results. Society
circumstances to shape one’s life, Habit
fosters competitive and selfish behaviors that
2: Begin With the End in Mind, reconnects
produce win-lose or even lose-lose outcomes. A
individuals with passion and purpose. By
win-win mentality is a balancing act between
outlining a personal mission statement, a plan
courage and consideration that ensures true
for achieving greatness can then be
collaboration takes place in all conflicts.
established.
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The 7 Habits of Highly Effective People®
Habit 5: Seek First to Habit 6: Synergize®
Understand, Then to Be Synergize is the habit of creative
cooperation and can only be achieved by
Understood® valuing the diverse paradigms and
Unknowingly, in conversation we filter opinions of others. In a synergistic
what we hear through our own life environment, true collaboration takes
experiences and frame of reference. Before place because the whole is always greater
a person finishes what they are saying, than the sum of its parts.
we’ve already formulated a response. Habit
5: Seek First to Understand, Then to Be
Understood teaches the art of sincere, Habit 7: Sharpen the Saw
reflective listening. challenges a person to seek continuous
improvement and renewal. Overcoming
burnout can be achieved by taking time for
oneself through physical, social/emotional,
mental, and spiritual renewal. Habit 7 is
revitalizing and helps establish greater
capacity for self-improvement.

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Definition & Difference of EMPATHY AND SYMPATHY CH3: MID
empathy and sympathy are often used interchangeably, but they have
important differences in meaning, usage, and even emotional impact.
Concept Empathy Sympathy
Feeling with someone. You Feeling for someone. You recognize
emotionally understand someone is struggling and feel
Meaning what another person is pity or sorrow for their situation,
going through because you but from a more distant
can imagine or relate to it. standpoint.
Emotional Deep, personal, shared Surface-level concern or
Connection experience compassion
“I’ve been there” or “I can “That sounds really hard. I feel bad
Perspective
imagine how that feels.” for you.”
“I know how overwhelming
Example that feels — I’ve faced “I’m sorry you’re going through that.”
something similar.”
Can feel distancing or even
Builds trust, closeness, and
Impact condescending if not delivered
connection
with
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 Comparison Table: Empathy vs Sympathy vs Compassion CH3: MID

Aspect Empathy
empathy and sympathy Sympathy
are often used interchangeably, but they have
important differences 
in Greek
meaning, usage,
en (“ and even
in”) + pathos emotional
Greek synimpact.
(“together”) +
Word origin
(“feeling”) pathos (“feeling”)
Literal meaning  “Feeling into”  “Feeling with”
 Understanding and sensing  Acknowledging another
Core idea another person’s emotions person’s emotions and
from their perspective expressing care
Emotional  Low — you mentally step  Higher — you remain
distance into their experience emotionally separate
 “I feel what you feel (or
Perspective understand it deeply)”
 “I recognize your pain”

Requires shared
 No  No
experience?
 Listening, reflecting feelings,  Offering comfort, concern, or
Typical response validating emotions kindness
 “I understand how this feels  “I’m sorry this happened to
Common phrases for you.” you.”
 Psychology, counseling,  Everyday language,
Used most in leadership, relationships condolences, polite support
 Emotional burnout or over-  Can sound distant or
Risk if misused Copyright © 2024 Pearson Education Ltd. All Rights Reserved.
identification patronizing if overused
 Comparison Table: Empathy vs Sympathy vs Compassion CH3: MID

empathy and sympathy are often used interchangeably, but they have
important differences in meaning, usage, and even emotional impact.
Aspect Empathy Sympathy Compassion
 Greek en (“in”) +  Greek syn (“together”)  Latin com (“with”) +
 Word origin
pathos (“feeling”) + pathos (“feeling”) pati (“to suffer”)
 Literal meaning  Feeling into  Feeling with  Suffering with
 Deeply understanding  Acknowledging  Understanding
 Core idea another’s feelings from another’s feelings with suffering and
their perspective concern wanting to relieve it
 Emotional  High (internal  Moderate (emotional  Balanced (emotion +
involvement understanding) recognition) action)
 Yes — includes
 Action-oriented?  Not necessarily  Not necessarily
desire to help
 Perspective  “I understand what this  “I see that you’re  “I see you’re hurting,
taken feels like for you” hurting” and I want to help”
 Emotional
 Very close  Some distance  Close but grounded
distance
 Healthcare,
 Common  Therapy, leadership,  Social support,
caregiving, ethical
contexts close relationships condolences
leadership
 Can lead to over-
 Potential  Emotional exhaustion  Can feel passive or
giving without
downside if overused shallow
boundaries
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 Real-Life Examples Table CH3: MID

Situation Empathy Sympathy Compassion

 “That must be so
 “That uncertainty  “I’m really sorry
 Friend lost their stressful — want help
and stress must this happened to
job updating your CV or
feel overwhelming.” you.”
job searching?”

 “I can see how this  “Let’s see how I can

 Colleague under  “That sounds
deadline is help or adjust the
pressure at work tough.”
weighing on you.” workload.”

 “I’m here for you — I

 “I can’t imagine  “My condolences.
 Someone can check in, bring
how painful this I’m so sorry for
grieving a loss meals, or help
feels day to day.” your loss.”
however you need.”

 “I understand the
 “I understand why
 Customer upset  “I’m sorry for the frustration — let me
this situation is
about a mistake inconvenience.” fix this for you right
frustrating.”
now.”
 Seeing someone  You feel their  You feel concern  You step in to help or
in pain (stranger) distress internally for them get support

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Origin of EMPATHY AND SYMPATHY
empathy and sympathy are often used interchangeably, but they have
important differences in meaning, usage, and even emotional impact.
Origin of Each Word
Empathy
•Etymology: From Greek "empatheia" (ἐμπάθεια)
• "en" (in) + "pathos" (feeling or emotion)
•Modern usage: Introduced into English in the early 20th century (around 1909)
by psychologist Edward Titchener to translate the German word Einfühlung,
meaning “feeling into.”
•Core idea: The ability to put yourself inside another’s emotional
experience.
Origin of Each Word
Sympathy
Etymology: From Greek "sympatheia" (συμπάθεια)
"syn" (with/together) + "pathos" (feeling or emotion)
Came into English: In the 16th century.
Core idea: Sharing feelings of sorrow or concern for someone else's
hardship — but not necessarily feeling what they feel.
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Origin of EMPATHY AND SYMPATHY
empathy and sympathy are often used interchangeably, but they have
important differences in meaning, usage, and even emotional impact.

Empathy = ‫ مشاركة وجدانية‬/ ‫ تف ّهم‬/ ‫تعاطف‬

Arabic Term Meaning
Understanding deeply — recognizing someone’s
‫ تف ّهم‬ emotional state and relating to it. Closest to
cognitive empathy.
Compassion or shared feeling — can sometimes
‫ تعاطف‬ be used for both empathy and sympathy,
depending on context.
Emotional sharing or emotional resonance — a
‫ مشاركة وجدانية‬ more precise term for empathy (especially
emotional empathy).

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Origin of EMPATHY AND SYMPATHY
empathy and sympathy are often used interchangeably, but they have
important differences in meaning, usage, and even emotional impact.

Sympathy = ‫ تعاطف‬/ ‫شفﻘة‬

Arabic Term  Meaning

Pity or compassion — this is the most common
‫ شفﻘة‬ equivalent of sympathy, though it can sometimes carry
a slightly condescending tone, depending on usage.
Again, this can also mean sympathy in everyday
‫ تعاطف‬ language — Arabic uses the same word for both at
times. The nuance/tone depends on the context.

A Helpful Tip:
When expressing empathy or sympathy, your tone and presence matter just
as much as the words. Being genuine, non-judgmental, and fully present is
key — even a simple “I’m here for you” can be powerful when said with sincerity.

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Origin of EMPATHY AND SYMPATHY
Phrases to Show Empathy
Phrases to Show Sympathy (When you’re trying to connect with their feelings

 (When you want to express compassion or or experience)

 In English:
concern)
 “I can’t fully understand what you’re going
 In English:
through, but I want to try.”
“I’m so sorry you’re going through this.”
 “That sounds really painful — thank you for
“That must be really hard.”
sharing it with me.”
“I can’t imagine how difficult that is, but I’m
 “I’ve been through something similar. If it
here for you.”
helps, I can share my experience.”
“My heart goes out to you.”
 “It makes total sense that you’d feel that way.”
“Please accept my condolences.” (For loss or
 “You're not alone — I’m with you in this.”
death)
In Arabic: 
In Arabic: 
.‫ة لسماع ذلك‬/‫ أنا آسف‬ ...‫ أشعر بما تشعر به‬
.‫ وأنا هنا إذا احتجت أي شيء‬،‫ أعلم أن هذا وقت صعب‬ .‫ أتفهم تما ًما ما تمر به‬
.‫ قلبي معك‬ .‫ وأتفهم ألمك‬،‫ مررت بشيء مشابه‬
.‫تجدي الراحة قريبًا‬/‫ أرجو أن تجد‬ .‫ من الطبيعي أن تشعر بذلك‬
.‫تعازي الحارة‬
ّ Copyright © 2024 Pearson Education.‫معك‬
Ltd.‫أنا‬
All،‫وحدك‬
Rights‫لست‬ 
Reserved.
Compare the Major Job Attitudes (1 of 7)
3.3 Compare the major job attitudes. CH3: MID

• Organizational Identification
– The extent to which employees define themselves by
the same characteristics that define their organization.

 Gig workers can identify with their contracting

organizations.

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Compare the Major Job Attitudes (1 of 7)
What is Power Distance? CH3: MID
Power distance is a cultural dimension (from Geert Hofstede) that describes
how much inequality in power people accept in organizations and society.
In simple terms, it answers this question:
Is unequal power seen as normal and acceptable, or should power
be shared and questioned?
What is POS (Perceived Why POS is MORE important in low power-
distance countries
Organizational Support)?
 Core logic
 POS refers to the extent to  In low power-distance cultures,
which employees believe employees:
that:  expect equal treatment
 the organization values their  expect to be heard and respected
contributions, and  see themselves as partners, not
 the organization cares about subordinates
 So they pay close attention to signals
their well-being.
of support from the organization.
 It’s about how supported  If support is missing, they notice —
employees feel, not just what and react strongly.
policies exist.
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Compare the Major Job Attitudes (1 ofCH3:
7)MID
High vs. Low Power Distance (contrast)

High Power Distance Low Power Distance

 Hierarchy is accepted and
 Hierarchy is minimized
expected
 Decisions are more
 Managers make decisions
participative
 Authority is rarely
 Authority can be challenged
questioned

 Status and titles matter  Equality and informality matter

 Employees expect direction  Employees expect involvement

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 CH3: MID

Concept Definition Key Characteristics Notes / Examples

The extent to which employees
Self-concept linked to Gig workers can still identify
 Organizational define themselves by the same
organization, shared values and with their contracting
Identification characteristics that define their
identity organizations
organization
A positive feeling about the job Influenced by pay, work
Emotional response, overall
 Job Satisfaction resulting from an evaluation of conditions, supervision, and
evaluation of job features
its characteristics nature of work
Closely related to how
The degree of psychological Job central to self-image, high
 Job Involvement important the job is to the
identification with one’s job personal relevance
individual
Employees’ beliefs about their
 Psychological Sense of control, confidence, Enhances motivation and job
influence, competence, job
Empowerment purpose, and independence involvement
meaningfulness, and autonomy
Identification with an Committed employees are less
 Organizational Loyalty, long-term attachment,
organization and its goals, and likely to withdraw even when
Commitment willingness to stay
a desire to remain a member dissatisfied
Degree to which employees
 Perceived Organizational believe the organization values Fair rewards, employee voice, Stronger in low power-distance
Support (POS) their contribution and cares supportive supervisors cultures
about their well-being
The individual’s involvement Engaged employees care
Energy, passion, absorption in
 Employee Engagement with, satisfaction with, and deeply about their work and
work
enthusiasm for work company
Influenced by work stability,
 Job Attitudes in the Gig Work-related attitudes shaped Flexibility, autonomy, instability,
assignment features, and
Economy by nontraditional employment task-based work
worker traits

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Compare the Major Job Attitudes (2 of 7)
CH3: MID

• Job Satisfaction
– A positive feeling about the job resulting from an
evaluation of its characteristics.
• Job Involvement
– Degree to which a person identifies with a job,
actively participates in it, and considers performance
important to self-worth.
– Psychological Empowerment
 Belief in the degree of influence over one’s job,
competence, job meaningfulness, and autonomy.

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Compare the Major Job Attitudes (3 of 7)
CH3: MID
• Organizational Commitment
– Identifying with a particular organization and its
goals and wishing to maintain membership in the
organization.
– Employees who are committed will be less likely to
engage in work withdrawal even if they are dissatisfied,
because they have a sense of organizational loyalty.

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Compare the Major Job Attitudes (4 of 7)
CH3: MID

• Perceived Organizational Support (POS)

– Degree to which employees believe the
organization values their contribution and cares
about their well-being.
– Higher when rewards are fair, employees are involved
in decision-making, and supervisors are seen as
supportive.
– PO S is important in countries where power distance is
lower.

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 CH3: MID

Compare the Major Job Attitudes (5 of 7)

• Employee Engagement
– The individual’s involvement with, satisfaction with, and
enthusiasm for the work.
– Engaged employees are passionate about their
work and company.

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Compare the Major Job Attitudes (6 of 7)
CH3: MID

• Job Attitudes in the Gig Economy

– Influenced by factors such as the stability of the work,
characteristics of the assignment, and the gig workers
themselves.

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Compare the Major Job Attitudes (7 of 7)
CH3: MID

• Are these job attitudes really all that distinct?

– No, these attitudes are highly related; and while there

is some distinction, there is also a lot of overlap that
may cause confusion.

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Define Job Satisfaction (1 of 5)
Exhibit 3.2 Worst Jobs of 2019 for Job Satisfaction* 3.4 Identify the two
approaches for
measuring job
satisfaction.
Job Roles

full-year income
*Based on physical demands, work environment, income, stress, and hiring
outlook.
Source: Based on [Link] (2019),
[Link]
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Define Job Satisfaction (2 of 5)
• Job Satisfaction
– A positive feeling about a job resulting from
an evaluation of its characteristics.
• Two approaches for measuring job satisfaction are
popular:
– The single global rating.
– The summation of job facets (ASPECTS).
The single global rating approach is a response to one question, such as,
 “All things considered, how satisfied are you with your job?”
Respondents circle a number between 1 and 5 on a scale from “highly
satisfied” to “highly dissatisfied.”

The second approach, the summation of job facets, is more sophisticated.

 It identifies key elements in a job, such as the nature of the work, supervision,
present pay, promotion opportunities, and relations with coworkers.
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Define Job Satisfaction (3 of 5)
• How satisfied are people in their jobs?
– Employees in the United States and most developed
countries are generally satisfied with their jobs.
 Economic conditions influence job satisfaction
rates.

 Satisfaction levels differ depending on the facet

involved.

 There are racial and cultural differences in job

satisfaction.

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Define Job Satisfaction (4 of 5)
Exhibit 3.3 Average Job Satisfaction Levels by Facet
Job facets: job
satisfaction
percentage:
1. Work itself: 41%.
2. Pay: 26.5 %
3. Promotion: 29.5%.
4. Supervision: 46%
5. Coworkers: 39.5 %.
6. Overall: 89%.
Source: Society for Human Resource Management, 2017 Employee Job Satisfaction and
Engagement: The Doors of Opportunity Are Open, April 24, 2017,
[Link] 2017-
[Link]

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Define Job Satisfaction (5 of 5)
Exhibit 3.4 Average Levels of Employee Job Satisfaction by
Country

Source: J.-E. De Neve and G. Ward, “Happiness at Work,” in J. Helliwell, R. Layard, and J.
Sachs (eds.), World Happiness Report (World Happiness Report APPENDIX, 2017).

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Summarize the Main Causes of Job
Satisfaction (1 of 2)
• What causes job satisfaction?
– Job Conditions
 The intrinsic nature of the work itself, social
interactions, and supervision are important
predictors of satisfaction and employee well-being.
– Personality and Individual Differences
 People who have positive core self-evaluations,
who believe in their inner worth and basic
competence, are more satisfied with their jobs than
those with negative core self-evaluations.
– Pay
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Summarize the Main Causes of Job
Satisfaction (2 of 2)
Exhibit 3.5 Relationship Between Average Pay in Job and Job
Satisfaction of Employees in That Job • There is not much of a
relationship between
Money and Job
Satisfaction.
• Money does motivate
people,
• What motivates us is not
necessarily the same as
what makes us happy.
Source: Based on T. A. Judge, R. F. Piccolo, N. P. Podsakoff, J. C. Shaw, and B. L. Rich,
“The Relationship Between Pay and Job Satisfaction: A Meta-Analysis of the Literature,”
Journal of Vocational Behavior 77, no. 2 (2010): 157–67.
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Summarize the Main Causes of Job
Satisfaction (2 of 2)
What Overall Trends Does the Research Suggest?
 Pay and job satisfaction are positively related, but the strength of the
relationship is modest.

 People’s satisfaction with pay itself is usually stronger than the

effect of pay on overall job satisfaction.
 Modern research increasingly emphasizes:
 Pay fairness and equity perceptions
 Non-monetary rewards & job characteristics
 Benefits (healthcare, flexibility, career development)
 Contextual moderators (industry, culture, economic conditions)
All of these shape job satisfaction alongside (or even more than) pay level
alone.
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Summarize the Main Causes of Job
Satisfaction (2 of 2)
Recent Research
Area Judge et al. (2010)
Trends
 Pay Job  Small positive correlation  Confirmed, often still
Satisfaction (~.15) (ScienceDirect) modest

 Pay Pay  Moderate correlation (~.23)  Continues to be

Satisfaction (ScienceDirect) supported

 Broader
 Meta-analytic aggregation
 Focus compensation +
of pay level effects
fairness + benefits

 More sophisticated
 No single new meta
 Updates multivariate models
focused just on pay level
& mediators

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Outcomes of Job Satisfaction
• Job Performance
– Happy workers are more likely to be productive workers.

• OCB: Organizational Citizenship Behavior

– People who are more satisfied with their jobs are more
likely to engage in OCB.(Organizational Citizenship Behavior).

• Customer Satisfaction
– Satisfied employees increase customer satisfaction and
loyalty.

• Life Satisfaction
– Research shows that job satisfaction is positively
correlated with life satisfaction.

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 Four Employee Responses to Dissatisfaction (1
• Exit: CH3: MID
of 2)  The exit response directs behavior toward
What happens when employees leaving the organization, including looking for a
dislike their jobs? new position or resigning.
• Voice:
Exhibit 3.6 Responses to  The voice response includes actively and
constructively attempting to improve
Dissatisfaction. conditions, including suggesting improvements,
discussing problems with superiors, and
undertaking union activity.
Blank Constructive Destructive
• Loyalty:
 The loyalty response means passively but
optimistically waiting for conditions to
Active VOICE EXIT 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:
Passive LOYALTY 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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Four Employee Responses to
Dissatisfaction (2 of 2) CH3: MID
• Counterproductive Work Behavior (C W B)
– Counterproductive work behavior:
 actions that actively damage the organization,
including stealing, behaving aggressively toward
coworkers, or being late or absent.
– Absenteeism:
 the more satisfied you are, the less likely you are to
miss work.
– Turnover:
 a pattern of lowered job satisfaction is the best
predictor of intent to leave.
• Managers Often “Don’t Get It”
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Four Employee Responses to Dissatisfaction (2
of 2) CH3: MID
maNGERS can take steps to mitigate CWB: You can-

 Poll employee attitudes, for instance, and identify areas for

workplace improvement.
 If there is no vocational fit, the employee will not be fulfilled,
so you can screen for that.
 Tailoring tasks so a person’s abilities and values can be
exercised should increase job satisfaction and reduce CWB.
 Furthermore, creating strong teams, integrating supervisors with
them, providing formalized team policies, and introducing team-
based incentives may help lower the CWB “contagion” that
lowers the standards of the group.
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Implications for Managers (1 of 2)
• Of the major job attitudes—
• job satisfaction,
• job involvement,
• organizational commitment,
• perceived organizational support (POS), and
• employee engagement—
remember that an employee’s job satisfaction
level is the best single predictor of behavior.
• Pay attention to your employees’ job satisfaction levels
as determinants of their performance, turnover,
absenteeism, and withdrawal behaviors.
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Implications for Managers (2 of 2)
• Measure employee job attitudes objectively and at regular
intervals to determine how employees are reacting to their
work.
• To raise employee satisfaction, evaluate the fit between
the employee’s work interests and the intrinsic parts of the
job; then create work that is challenging and interesting to
the individual.
• Consider the fact that high pay alone is unlikely to create a
satisfying work environment.

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Discussion Questions
1. How is the growth of the Gig Economy changing the way
we think about organizational identification and job
attitudes? Do you think companies need to do more to
support and engage with gig workers?
2. The COVID-19 pandemic forced many people to switch
to a remote workplace. How did this change affect job
satisfaction? What do you think will happen as
employees return to in-person work environments?
3. Some companies are allowing employees to continue
to work remotely if they choose to do so. Why do you
think companies are making this decision? What does it
tell you about creating a satisfying work environment?

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