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Summary Organizational Psychology
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Organizational PsychologyChapter 3: Attitudes and Job Satisfaction
In this chapter, we look at attitudes, their link to behavior, and how employees’ satisfaction or
dissatisfaction with their jobs affects the workplace.
Attitudes
1. Contrast the three components of an attitude
Attitudes are evaluative statements – either favorable or unfavorable – about objects, people, or
events. They reflect how we feel about something.
What are the main components of attitudes?
Researchers have assumed that attitudes have three components:
1. Cognitive component – ‘My pay is low’. A description of or a belief in the way things are.
2. Affective component – the critical part of an attitude. Affect is the emotional or feeling
segment of an attitude and is reflected in the statement ‘I am angry over how little I’m paid’.
3. Behavioral component – describes an intention to behave in a certain way toward someone
or something. ‘I’m going to look for another job that pays better’.
Cognition and affect are inseparable in many ways. An
employee didn’t get a promotion he thought he deserved; a
co-worker got it instead. The employee’s attitude toward
his supervisor is illustrated as follows: the employee
thought he deserved the promotion (cognition), he strongly
dislikes his supervisor (affect), and he is looking for another
job (behavior). In organizations, attitudes are important for
their behavioral component.
Job satisfaction
4. Define job satisfaction and show how we can measure it
Measuring job satisfaction
A positive feeling about a job resulting from an evaluation of its characteristics, is a broad definition.
Two aspects of measuring are popular.
1. The single global rating – is a response to one question, with a Likert-scale from 1-5.
2. Summation of job facets – identifies key elements in a job such as the nature of the work,
supervision, present pay, promotion opportunities, and relationships with co-workers.
The concept of job satisfaction is so broad, a single question captures its essence. The summation of
job facets may also leave out some important data. Both methods are helpful.
How satisfied are people in their jobs?
Satisfaction levels vary a lot, depending on which facet of job satisfaction you’re talking about.
People have typically been more satisfied with their jobs overall, with the work itself, and with their
supervisors and co-workers than they have been with their pay and with promotion opportunities.
Evidence suggest employees in Western cultures have higher levels of job satisfaction than
those in Eastern cultures. Individuals in Eastern cultures find negative emotions less aversive more
than do individuals in Western cultures, who tend to emphasize positive emotions and individual
happiness.
What causes job satisfaction?
5. Summarize the main causes of job satisfaction
,Interesting jobs that provide training, variety, independence, and control satisfy most employees.
There is also a strong correspondence between how well people enjoy the social context of their
workplace and how satisfied they are overall. Interdependence, feedback, social support, and
interaction with co-workers outside the workplace are strongly related to job satisfaction even after
accounting for characteristics of the work itself.
Job satisfaction is not just about job conditions. Personality also plays a role. 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. Those with negative
core-evaluations set less ambitious goals and are more likely to give up when confronting difficulties.
6. Identify three outcomes of job satisfaction
- Job performance. Happy workers are more likely to be productive workers.
- Organizational Citizenship Behavior. Satisfied employees would seem more likely to talk
positively about the organization, help others, and go beyond the normal expectations in
their job. Job satisfaction is moderately correlated with OCBs; people who are more satisfied
with their jobs, when supported by co-workers, with certain personality traits and when
people are in a good mood are more likely to engage in OCBs.
- Customer satisfaction. Satisfied employees increase customer satisfaction and loyalty.
The impact of satisfied and dissatisfied employees on the
workplace
7. Identify four employee responses to dissatisfaction
The exit-voice-loyalty-neglect framework is helpful in
understanding the consequences of dissatisfaction. The
framework has four responses, which differ along two dimensions:
constructive/destructive and active/passive.
- Exit – directs behavior toward leaving the organization,
including looking for a new position as well as resigning.
- Voice – includes actively and constructively attempting to improve conditions, including
suggesting improvements, discussing problems with superiors, and undertaking some forms
of union activity.
- Loyalty – 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 – passively allows conditions to worsen and includes chronic absenteeism or
lateness, reduced effort, and increased error rate.
Exit and neglect behaviors encompass our performance variables – productivity, absenteeism, and
turnover. But this model expands employee response to include voice and loyalty – constructive
behaviors that allow individuals to tolerate unpleasant situations or revive satisfactory working
conditions.
Chapter 4: emotions and moods
What are emotions and moods?
1. Differentiate emotions from moods and list the basic emotions and moods
a. Affect – a broad range of feelings that people experience, including both emotions and
moods
b. Emotions – intense feelings that are directed at someone or something
c. Moods – feelings that tend to be less intense than emotions and that lack a contextual
stimulus.
Emotions are reactions to a person or an event. Moods, in contrast, aren’t usually directed at a
person or an event. But emotions can turn into moods when you lose focus on the event or object
, that started the feeling. And, good or bad moods can make you more emotional in response to an
event.
Affective events theory
4. Describe affective events theory and identify its applications
We’ve seen that emotions and moods are an important part of our lives and our work lives. Affective
events theory (AET) – a model that suggests that workplace events cause emotional reactions on the
part of employees, which then influence workplace attitudes and behaviors. People who score low
on emotional stability are more likely to react strongly to negative events. Finally, emotions influence
a number of performance and satisfaction variables, such as organizational citizenship behavior,
organizational commitment, level of effort, intention to quit, and workplace deviance.
Tests of affective events theory suggests the following:
1. An emotional episode is actually a series of emotional experiences, precipitated by a single
event and containing elements of both emotions and mood cycles.
2. Current emotions influence job satisfaction at any given time, along with the history of
emotions surrounding the event.
3. Because moods and emotions fluctuate over time, their effect on performance also
fluctuates
4. Emotion-driven behaviors are typically short in duration and of high variability
5. Because emotions, even positive ones, tend to be incompatible with behaviors required to
do a job, they typically have a negative influence on job performance.
AET offers two important messages. First, emotions provide valuable insights into how workplace
hassles and uplifting events influence employee performance and satisfaction. Second, employees
and managers shouldn’t ignore emotions or the events that cause them, even when they appear
minor, because they accumulate.
Emotional intelligence
6. Contrast the evidence for and against the existence of emotional intelligence
Emotional Intelligence (EI) – the ability to detect and to manage emotional cues and information. It’s
a person’s ability to (1) perceive emotions in the self and others, (2) understand the meaning of these
emotions, and (3) regulate one’s emotions accordingly in a cascading model.
EI has been a controversial concept in OB, with supporters and detractors.
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