ATTITUDE,JOBS SATISFACTION,ORGANIZATIONAL

COMMITMENTPRESENTED BY :

AMIRA NADIA RAUP

HUMAN BEHAVIOUR AT WORK

QUESTION 1

What are the three main component of attitudes

ATTITUDES

• Person’s believe, feeling and respond positively or negatively towards a certain idea, object, person, or situation.

• *like – dislike , pros-cons , favor-not favor• Evaluative feelings of satisfaction /

otherwise• In organization , attitudes are important

because it will affect job behaviour and affect their work outcome and productivity

Definition

ATTITUDES COMPONENT

BEHAVIORAL COMPONENT

AFFECTIVE COMPONENT

COGNITIVE COMPONENT

COGNITIVE ATTITUDES

The opinion , thinking, belief, knowledge or information that a person has

‘I am hardworking and I deserve the best employee and receive the award’

‘My Supervisor gave promotion to a new staff who deserved it less than me, My supervisor is unfair’

AFFECTIVE ATTITUDES

The emotional or feeling segment of an attitude

‘I feel honoured when the boss announced that I am the employee of the year’

‘I dislike my supervisor’

BEHAVIORAL ATTITUDES

An intention to behave in a certain way toward someone or something ( Action)

“I will double the effort and work extra hard to stay competitive against my co-workers”

‘I am looking for other job, I have complained about my supervisor to manager’

Works Attitude

• How people behave depends on understanding their works attitude.

• Can impact work outcome and productivity• Organization must particular and look closer

to attitude of their employee ,how they act and react.

• Related to jobs satisfaction

QUESTION 2

What is jobs satisfaction. What are the major causes and the

consequences of dissatisfaction

JOBS SATISFACTION

• George and Jones (2008), job satisfaction is “the collection of feelings and beliefs that people have about their current jobs. People’s levels of job satisfaction can range from extreme satisfaction to extreme dissatisfaction”

• Robbins & Judge (2009) defined job satisfaction as “a positive feeling about a job resulting from an evaluation of its characteristics”

• Locke (1976) defined it as “a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences”.

• Dissatisfaction exist when the attitude is negative

Definition

JOBS SATISFACTION(Measuring Employee Job’s Satisfaction Level)

• One question Rating• Ask about how satisfied the job • Rate 1 to 5 - from highly dissatisfied to

highly satisfied

Single Global Rating

• Identifies key elements in a job ( nature of work, supervision, salary ,promotion opportunist, relation to coworker)

• Individual is then asked to rate a standardized scale

• More accurate

Summation Scale

Causes of Jobs Dissatisfaction

Organizational- Pay / Salaries

- Opportunities Promotion- Equitable Rewards

Personal- Age

- Level of education-Gender-Marital-Health

Work Environmental- Supervisors and Manager

- Co worker- Working Condition

Jobs Dissatisfaction ( Organizational)

• Pay and Salary - Being underpaid - for new employee - can be driven by interpretation or perspective - could see someone who does the same job they are doing , driving a better car or living in a better house - and thus, perceive that person to be making more money.• Opportunities Promotion - Promotion is rigid and not employee friendly (Limited career growth) - Bias and discrimination • Equitable Rewards ( benefit) - Not received compensation fee ( medical coverage, allowance, incentive )

Jobs Dissatisfaction ( Personal)

• Level of Education /Nature of work - Employee who have different educational background are force to do unrelated job / different profession - Can’t match to the kind of job• Age ??? - Early retirement in older. Can’t manage the new system, feel unsecure - Mostly high jobs satisfaction on older - Dissatisfaction always occur in young employee (26-31 yo)

• Supervisor and Manager - Happen when supervise by bad / unprofessional boss. - Communication and relationship not good• Co-Worker and office mates - Don’t have team work, not understand, intolerates and not respect each other - unsociable , uncooperative attitude among employee who have cognitive impairment.• Working Condition - Company not provide better @ up to date facility and equipment ( Internet) , System always breakdown , faulty equipment – effect job performance

Jobs Dissatisfaction ( Work Environmental )

RESPONSE TO JOBS DISSATISFACTION

ExitBehavior

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)

Destructive

Active

Passive

Constructive

CONSEQUENCES OF DISSATISFACTION

Performance - Dissatisfied employee will have low level of performance, demotivated and less productive

Turnover - Permanent leave from the job, thought of quitting , intention to search a new job- Costly to hire and training new employee

Absenteeism - Dissatisfies employee start absent from work without any reason, giving barely acceptable reason ( headache), or unrealistic reason. Missing from work station, loafing.- Temporary worker replace will result in poor quality product

Working Deviance - Being aggressive, rude, disrespect to manager and co worker, being a theft, avoid social activities

Criticizing in Unproductive manner

- Voice out their unsatisfied and start criticizing the management. - Get the group of co worker to unite in a negative manner ( strike)

Consequences Of DissatisfactionHenne & Locke (1985)

Action Alternatives

• Performance - Performance level may be high or low depending on the individual. Dissatisfied person will show low performance. But they may perform better to rectify the situation, can trigger a change for people to come up with creative solutions to their problems (Zhou & George, 2001).

• Protest - One form of protest is unionization. People tend to join

unions for a number of reasons, including support if there is a problem at work and ask to improve pay / bonus (Wadditigton & Whitston, 1997). Protests are usually an attempt to change the cause of the unhappiness (Henne & Locke, 1985).

• Withdrawal - Absenteeism and/or leaving the job is another recourse a worker may take when they become dissatisfied in the workplace.

Psychological Alternatives

• Change perception – People can choose to change their outlooks and views on life. They can decide instead of focusing on the things at the job that are dissatisfying ,they would focus on things about the job that they enjoy.

• Change values – Most companies have a mission statement or a group of core values. If there is a conflict between personal values and company values a person can change their values so they are more in line with the company’s values to alleviate dissatisfaction.

• Change reaction – Another alternative an individual might have when experiencing dissatisfaction would be to avoid it using psychological defense mechanisms such as repression and evasion (Henne & Locke, 1985). He or she may choose to avoid aspects of the job they are unhappy with, or he or she may suppress their unhappiness.

Consequences of Choices

• Life satisfaction – Henne & Locke (1985) believed that

work is a component of a person’s life and will affect one’s attitude towards life as a whole.

• Mental Health – Locke (1976) suggest that the existence of dissatisfaction implies conflict in the employee's mind and the conflict may lead to issues.

• Physical Health - If the dissatisfaction event increases stress levels in an individual there may be a relationship tied to health (Henne & Locke, 1985).

Men VS Women

Question 3

• What is Organizational Commitment. What are its major causes and the consequences of low level of Organizational Commitment

Organizational Commitment

• Organizational commitment defined as an employee’ strong belief in and acceptance of an organization’s goal and values, effort on behalf of the organization to reach these goals objectives and strong desire to maintain membership in the organization (Hunt & Morgan, 1994).

Type of Organizational Commitment

• Meyer and Allen (1991) and Dunham et al (1994)

LEVEL OF ORGANIZATIONAL COMMITMENTHigher • Characterised by a strong acceptance of the organisation’s values

and willingness to exert efforts to remain with the organisation (Reichers, 1985).

• This level relate closely with affective dimension of commitment, where individuals stay because they want to.

Moderate • Characterised by a reasonable acceptance of organisational goals and values as well as the willingness to exert effort to remain in the organisation (Reichers, 1985).

• The willingness to stay is an attribution of a moral commitment associated with the normative dimension of commitment (Meyer & Allen, 1997). The individuals stay in the organisation because they should do so.

Low • Characterised by a lack of neither acceptance of organisational goals and values nor the willingness to exert effort to remain with the organisation (Reichers, 1985).

• Employee may stay because he or she needs to stay as associated with the continuance dimension (Meyer & Allen, 1997). Given an option they will leave the organisation

DEVELOPMENT OF ORGANIZATIONAL COMMITMENT

CAUSES OF LOW LEVEL (OC)1. Job is not related• Organisational commitment is an important job-related outcome at the

individual level, which may have an impact on other job-related outcomes such as turnover, absenteeism, job effort, job role and performance or visa versa (Randall, 1990).

• The job role that is ambiguous may lead to lack of commitment to the organisation

• Other job factors that could have an impact on commitment are the level of responsibility and autonomy.

• Baron and Greenberg (1990, p 174) state that “the higher the level of responsibility and autonomy connected with a given job, the lesser repetitive and more interesting it is, and the higher the level of commitment expressed by the person who fill it".

2. High Employment opportunities • The existence of employment opportunities can affect

organisational commitment (Curry et. al., 1996).

• Individuals who have a strong perception that they stand a chance of finding another job may become less committed to the organisation as they ponder on such desirable alternatives.

• As a result, membership in the organisation is based on continuance commitment, where employees are continuously calculating the risks of remaining and leaving (Meyer & Allen, 1997).

CAUSES OF LOW LEVEL (OC)

3. Working environment • Low level commitment because they not participate in decision making

and no sense of belonging (partial ownership of a company). So lack of interesting in join the organization

• A study conducted by Subramaniam and Mia (2001) also indicates that managers who participate in budget decision-making tend to have a high level of organisational commitment.

• Metcalfe and Dick (2001, p 412) in their study conclude that “the low level of organisational commitment could be attributed to inappropriate selection and promotion which lead to the perpetuation of managerial style and behaviour that has a negative effect on organisational commitment of subordinates”.

CAUSES OF LOW LEVEL (OC)

4. Working relationships • The organisation as a workplace environment is built up

of working relationships; one of which is the supervisory relationship. According to Randall (1990, p 370) “the supervisory relationship can affect organisational commitment either positively or negatively”.

• If poor relationship with the supervisor it will tend to get low level of commitment.

CAUSES OF LOW LEVEL (OC)

CONSEQUENCES OF LOW LEVEL (OC)

• The negative effect implies that the level of organisational commitment is low.

• Employees with a low level of organisational commitment tend to be unproductive and some become loafers at work (Morrow, 1993).

CONSEQUNCES OF LOW LEVEL (OC)

Performance Absenteeism

Turnover Workplace Deviant

Consequence

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