组织行为学个体1(PPT30页)

KelliJ.SchutteWilliamJewellCollegeRobbins&JudgeOrganizationalBehavior14thEditionCopyright©2011PearsonEducation,Inc.publishingasPrenticeHallAttitudesandJobSatisfaction3-0ChapterLearningObjectivesAfterstudyingthischapter,youshouldbeableto:–Contrastthethreecomponentsofanattitude.–Summarizetherelationshipbetweenattitudesandbehavior.–Compareandcontrastthemajorjobattitudes.–Definejobsatisfactionandshowhowitcanbemeasured.–Summarizethemaincausesofjobsatisfaction.–Identifyfouremployeeresponsestodissatisfaction.–ShowwhetherjobsatisfactionisarelevantconceptincountriesotherthantheUnitedStates.3-1Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall3-2Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall3-3Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall3-4AttitudesEvaluativestatementsorjudgmentsconcerningobjects,people,oreventsThreecomponentsofanattitude:AttitudeBehavioralCognitiveAffectiveTheemotionalorfeelingsegmentofanattitudeTheopinionorbeliefsegmentofanattitudeAnintentiontobehaveinacertainwaytowardsomeoneorsomethingSeeEXHIBIT3–13-5Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallDoesBehaviorAlwaysFollowfromAttitudes?LeonFestinger–No,thereverseissometimestrue!CognitiveDissonance:Anyincompatibilitybetweentwoormoreattitudesorbetweenbehaviorandattitudes–Individualsseektoreducethisuncomfortablegap,ordissonance,toreachstabilityandconsistency–Consistencyisachievedbychangingtheattitudes,modifyingthebehaviors,orthroughrationalization–Desiretoreducedissonancedependson:•Importanceofelements•Degreeofindividualinfluence•Rewardsinvolvedindissonance3-6Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallModeratingVariablesThemostpowerfulmoderatorsoftheattitude-behaviorrelationshipare:–Importanceoftheattitude–Correspondencetobehavior–Accessibility–Existenceofsocialpressures–PersonalanddirectexperienceoftheattitudeBehaviorPredictAttitudesModeratingVariables3-7Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallPredictingBehaviorfromAttitudes–Importantattitudeshaveastrongrelationshiptobehavior.–Thecloserthematchbetweenattitudeandbehavior,thestrongertherelationship:•Specificattitudespredictspecificbehavior•Generalattitudespredictgeneralbehavior–Themorefrequentlyexpressedanattitude,thebetterpredictoritis.–Highsocialpressuresreducetherelationshipandmaycausedissonance.–Attitudesbasedonpersonalexperiencearestrongerpredictors.3-8Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallWhataretheMajorJobAttitudes?JobSatisfaction–ApositivefeelingaboutthejobresultingfromanevaluationofitscharacteristicsJobInvolvement–Degreeofpsychologicalidentificationwiththejobwhereperceivedperformanceisimportanttoself-worthPsychologicalEmpowerment–Beliefinthedegreeofinfluenceoverthejob,competence,jobmeaningfulness,andautonomy3-9Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallAnotherMajorJobAttitudeOrganizationalCommitment–Identifyingwithaparticularorganizationanditsgoals,whilewishingtomaintainmembershipintheorganization.–Threedimensions:•Affective–emotionalattachmenttoorganization•ContinuanceCommitment–economicvalueofstaying•Normative–moralorethicalobligations–Hassomerelationtoperformance,especiallyfornewemployees.–Lessimportantnowthaninthepast–nowperhapsmoreofanoccupationalcommitment,loyaltytoprofessionratherthanagivenemployer.3-10Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallAndYetMoreMajorJobAttitudes…PerceivedOrganizationalSupport(POS)–Degreetowhichemployeesbelievetheorganizationvaluestheircontributionandcaresabouttheirwell-being.–Higherwhenrewardsarefair,employeesareinvolvedindecisionmaking,andsupervisorsareseenassupportive.–HighPOSisrelatedtohigherOCBsandperformance.EmployeeEngagement–Thedegreeofinvolvementwith,satisfactionwith,andenthusiasmforthejob.–Engagedemployeesarepassionateabouttheirworkandcompany.3-11Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallAreTheseJobAttitudesReallyDistinct?No:theseattitudesarehighlyrelated.Variablesmayberedundant(measuringthesamethingunderadifferentname)Whilethereissomedistinction,thereisalsoalotofoverlap.Bepatient,OBresearchersareworkingonit!3-12Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallJobSatisfactionOneoftheprimaryjobattitudesmeasured.–Broadterminvolvingacomplexindividualsummationofanumberofdiscretejobelements.Howtomeasure?–Singleglobalrating(onequestion/oneanswer)-Best–Summationscore(manyquestions/oneaverage)-OKArepeoplesatisfiedintheirjobs?–IntheU.S.,yes,butthelevelappearstobedropping.–Resultsvarybyemployeefacetsofthejob.–Payandpromotionarethemostproblematicelements.SeeEXHIBIT3–23-13Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallPayinfluencesjobsatisfactiononlytoapoint.–Afterabout$40,000peryear(intheU.S.),thereisnorelationshipbetweenamountofpayandjobsatisfaction.–Moneymaybringhappiness,butnotnecessarilyjobsatisfaction.Personalitycaninfluencejobsatisfaction.–Negativepeopleareusuallynotsatisfiedwiththeirjobs.–Thosewithpositiveco