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Job Satisfaction and Employee Attitudes

This document summarizes key concepts about attitudes and job satisfaction from a business module. It defines attitudes as feelings, beliefs, and behaviors toward people, groups, ideas or objects. There are three major components of attitudes: cognitive, affective, and behavioral. The major job attitudes are organizational commitment, perceived organizational support, employee engagement, job satisfaction, and job involvement. Job satisfaction refers to positive or negative feelings about one's job. Causes of job dissatisfaction include being underpaid, limited career growth, lack of interest in work, poor management, unsupportive bosses, meaningless work, and imbalance between work and life. Satisfied employees are more productive, have fewer absences, and are less likely to quit their

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43 views3 pages

Job Satisfaction and Employee Attitudes

This document summarizes key concepts about attitudes and job satisfaction from a business module. It defines attitudes as feelings, beliefs, and behaviors toward people, groups, ideas or objects. There are three major components of attitudes: cognitive, affective, and behavioral. The major job attitudes are organizational commitment, perceived organizational support, employee engagement, job satisfaction, and job involvement. Job satisfaction refers to positive or negative feelings about one's job. Causes of job dissatisfaction include being underpaid, limited career growth, lack of interest in work, poor management, unsupportive bosses, meaningless work, and imbalance between work and life. Satisfied employees are more productive, have fewer absences, and are less likely to quit their

Uploaded by

rebecca lising
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd

MABALACAT CITY COLLEGE

Institute of Business Education


1st Semester, Academic Year 2020-2021

HBO

MODULE 3: Attitudes and Job Satisfaction

I. INTRODUCTION

Managers should be interested in their employees’ attitudes because attitudes give warnings of potential problems
and influence behavior. Creating a satisfied workforce is hardly a guarantee of successful organizational
performance, but evidence strongly suggests that whatever managers can do to improve employee attitudes will
likely result in heightened organizational effectiveness.

II. OBJECTIVES
 Define Attitudes
 Enumerate the components of Attitudes
 Explain the Major Job Attitudes
 Describe Job satisfaction
 Discuss the causes of Job Dissatisfaction

III. DISCUSSION

1. ATTITUDES
Attitude refers to feelings, beliefs and behavior predispositions directed towards people, groups, ideas or
objects. It influences the behavior of the individuals. It decides how to act or behave in a particular situation.

2. COMPONENTS OF ATTITUDES

3. What Are the Major Job Attitudes?


A job attitude is a set of evaluations of one's job that constitute one's feelings toward, beliefs about, and
attachment to one's job.
Major Job Attitudes
 Organizational commitment -Identifying with a particular organization and its goals, and wishing to
maintain membership in the organization.
 Perceived organizational support (POS) -is the degree to which employees believe that their organization
values their contributions and cares about their well-being and fulfills socioemotional needs.
 Employee engagement - An individual's involvement with, satisfaction with, and enthusiasm for the
organization.
 Job Satisfaction - A collection of positive and/or negative feelings that an individual holds towards his or
her job.
 Job Involvement -Identifying with the job, actively participating in it, and considering performance
important to self-worth.

4. JOB SATISFACTION
 Job satisfaction a feeling of fulfillment or enjoyment that a person derives from their job.

Job Satisfaction and Employee Performance

Satisfaction and Productivity


Satisfied workers are more productive and more productive workers are more satisfied!

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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.

5. CAUSES OF JOB DISSATISFACTION


a. Underpaid.
b. Limited Career Growth.
c. Lack of Interest.
d. Poor Management.
e. Unsupportive Boss.
f. Lack of Meaningful Work.
g. Opportunities for growth or incentives for meaningful work.
h. Work and Life Balance

 Underpaid
Not being paid what one is worth is called being underpaid.
 Limited Career Growth.
Not having the opportunity to climb the ladder and grow the career is another area that can foster dissatisfaction
with a position.
 Lack of Interest
This is a very straightforward concept; that one should not start his career with a job which is not an interested
area of that person.
 Poor Management
The management team plays an important role in an organization. Managers are responsible for motivating
employees, planning, organizing and controlling within the organization.
 Unsupportive Boss
Managers who disengage from their employees and focus only on results without providing inspiration,
motivation or support are often unaware that they may be a major cause of job dissatisfaction.
 Lack of Meaningful Work
The lack of meaningful work plays a big part in job dissatisfaction. Employees lose interest in work that offers no
challenge.
 Opportunities for growth or incentives for meaningful work
It's easy to disengage from a job and organization that doesn't value its employees or offer incentives for job
growth.

 Work and Life Balance


Companies that fail to recognize the need for employees to maintain a healthy life and work balance are
ultimately affecting their productivity levels.

The Impact of Satisfied and Dissatisfied Employees on the Workplace


What happens when employees like their jobs, and when they dislike their jobs?
 Exit. The exit response directs behavior toward leaving the organization, including looking for a new
position as well as resigning.
 Voice. The voice response includes actively and constructively attempting to improve conditions,
including suggesting improvements, discussing problems with superiors, and undertaking some forms of
union activity
 Loyalty. The loyalty response means 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. The neglect response passively allows conditions to worsen and includes chronic absenteeism or
lateness, reduced effort, and increased error rate

Some take away lessons from the study of attitudes include the following:
 Satisfied and committed employees have lower rates of turnover, absenteeism, and withdrawal behaviors.
 Managers will also want to measure job attitudes effectively so they can tell how employees are reacting to
their work.
 The most important thing managers can do to raise employee satisfaction is focus on the intrinsic parts of the
job, such as making the work challenging and interesting.

Page 2 of 3
 Although paying employees poorly will likely not attract high-quality employees to the organization or keep
high performers, managers should realize that high pay alone is unlikely to create a satisfying work
environment.

Prepared by:
Geralyn A. Quiamba, MBM
Instructor

References:
Organizational Behavior 15th edition Stephen Robbins and Timothy A. Judge,

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Common questions

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Focusing on the intrinsic parts of a job is essential because intrinsic factors like challenging work, autonomy, and recognition significantly contribute to job satisfaction. These elements make the work meaningful and fulfilling, thus enhancing employee engagement and commitment. While extrinsic factors like pay are essential, they alone are insufficient for creating long-term satisfaction. Intrinsic motivators help employees find personal value and significance in their work, leading to higher motivation and reduced turnover .

Primary causes of job dissatisfaction include being underpaid, limited career growth, lack of interest in the job, poor management, an unsupportive boss, lack of meaningful work, and poor work-life balance. These factors contrast with those contributing to job satisfaction, which typically involve recognized achievements, ample growth opportunities, interest and challenge within the job, supportive management, and an organization valuing workers' contributions and well-being. Therefore, addressing dissatisfaction involves eliminating hindrances while reinforcing satisfaction-enhancing factors .

Job dissatisfaction can lead to several negative employee behaviors and adverse organizational outcomes. Dissatisfied employees may express exit behavior, seeking new employment and eventually resigning. They might also engage in neglect, showing increased absenteeism and reduced effort. Alternatively, they might use voice to attempt constructive changes or show loyalty despite the dissatisfaction. Collectively, these behaviors can result in high turnover rates, lower productivity, and increased absenteeism, adversely impacting the organization's performance .

Managers play a critical role in preventing job dissatisfaction by actively engaging with employees and creating a supportive work environment. They can employ strategies such as offering meaningful work, providing opportunities for career growth, recognizing contributions, and ensuring fair compensation. Additionally, fostering a balanced work-life environment and being supportive and motivational can help maintain employee satisfaction. By focusing on intrinsic job aspects such as challenge and interest, managers can significantly raise employee satisfaction .

Job satisfaction positively correlates with productivity, as satisfied workers tend to be more productive. Moreover, high job satisfaction is associated with lower absenteeism, as satisfied employees are less likely to have avoidable absences. In terms of turnover, satisfied employees are less inclined to quit, resulting in reduced recruitment and training costs for the organization. Thus, job satisfaction helps stabilize the workforce by enhancing retention and optimizing employee performance .

Managers can learn that satisfied and committed employees typically have lower turnover and absenteeism rates. By understanding employee attitudes, managers can identify dissatisfaction and issues leading to these negative outcomes. Addressing concerns around intrinsic job aspects and leveraging intrinsic motivation can enhance satisfaction and retention. By effectively measuring and responding to job attitudes, managers can reduce employee turnover and absenteeism, improving overall organizational effectiveness and productivity .

The types of employee responses—exit, voice, loyalty, and neglect—reflect different attitudes towards job satisfaction. An 'exit' response indicates dissatisfaction, prompting an employee to leave the organization. 'Voice' involves taking initiative to improve conditions, showing some commitment and hope for change. 'Loyalty' represents a passive yet positive attitude, characterized by waiting optimistically for improvements while defending the organization. 'Neglect' implies disinterest and demotivation, leading to declining performance. These responses illustrate varying levels of satisfaction and commitment to the organization .

Organizations can effectively measure employee job attitudes through surveys, performance evaluations, and feedback mechanisms. These tools can capture insights into how employees feel about their work, colleagues, management, and the organization as a whole. Regularly conducting employee satisfaction surveys and analyzing the data can reveal trends and areas needing improvement. Forwarding open communication channels allows employees to voice concerns and suggests improvements, assisting managers in aligning organizational practices with employee needs to enhance satisfaction .

Attitudes consist of feelings, beliefs, and behavior predispositions directed towards various objects or situations. These components influence job satisfaction as they form the evaluations and attachments employees have towards their job. The major job attitudes include organizational commitment, perceived organizational support, employee engagement, job satisfaction, and job involvement. These factors collectively impact how satisfied an employee feels, which in turn affects their productivity, presence, and likelihood of turnover .

Perceived organizational support (POS) relates to the extent employees believe their organization values their contributions and cares about their well-being. This perception can enhance employee engagement as workers feel more involved and enthusiastic about their roles. Furthermore, POS fosters organizational commitment by building a sense of belonging and loyalty as employees align themselves with the organization’s goals and feel valued for their contributions, thereby reducing turnover intentions .

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