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1.1 STRUCTURE OF ATTITUDES .................................................................................................. 3
1.2 THE FUNCTIONS OF ATTITUDE .............................................................. 3 1.3 FUNCTIONS OF ATTITUDES EXAMPLE ................................................. 4
1.4 COGNITIVE DISSONANCE ...................................................................................................... 5 1.4.1 EXAMPLES OF COGNITIVE DISSONANCE ................................................................... 5 1.4.2 HOW TO REDUCE COGNITIVE DISSONANCE .............................................................. 6 1.4.3 IMPORTANCE OF COGNITIVE DISSONANCE. .............................................................. 6
1.4.4 MEASURING THE A-B RELATIONSHIP ............................................... 6 1.5 TYPES OF ATTITUDES ............................................................................... 7
2. JOB SATISFACTION .................................................................................................................... 7 2.1 DEFINITIONS .............................................................................................................................. 8 2.2 FACTORS AFFECTING JOB SATISFACTION ........................................................................ 8 2.3 Determinants of Job Satisfaction .................................................................................................. 8 2.4 Personal Factors .......................................................................................................................... 10 2.4.1 Sex........................................................................................................................................ 10 2.4.2 Educational Qualification .................................................................................................... 10 2.4.3 Experience............................................................................................................................ 10 2.4.4 Ability .................................................................................................................................. 10 2.4.5 Perception ............................................................................................................................ 11 2.5 Organisational Factors ................................................................................................................ 11 2.5.1 Nature of Work Assigned .................................................................................................... 11 2.5.2 Pay and other benefits .......................................................................................................... 11 2.5.3 Superior Subordinate Relationship ..................................................................................... 11 2.5.4 InterPersonal Relationship .................................................................................................. 12 2.5.5 Opportunities for Advancement ........................................................................................... 12 2.5.6 Consequences of Job Dissatisfaction ....................................................................................... 12 2.5.7 Steps to improve Job Satisfaction ............................................................................................ 12 2.5.8 Source of job Satisfaction ........................................................................................................ 13 1. 2. 3. Wages.................................................................................................................................... 13 Nature of Work ..................................................................................................................... 14 Promotions ............................................................................................................................ 14 1
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Supervision ........................................................................................................................... 14
Supervisory Action for Maintaining Satisfaction ............................................................................. 15 5. 6. Work Group .......................................................................................................................... 15 Working Conditions .............................................................................................................. 15
1. ATTITUDE
An attitude is "a relatively enduring organization of beliefs, feelings, and behavioral tendencies towards socially significant objects, groups, events or symbols" (Hogg & Vaughan 2005, p. 150) "A psychological tendency that is expressed by evaluating a particular entity with some degree of favor or disfavor" (Eagly & Chaiken, 1993, p. 1)
Affective component: this involves a persons feelings / emotions about the attitude object. For example: I am scared of spiders. Behavioral (or conative) component: the way the attitude we have influences how we act or behave. For example: I will avoid spiders and scream if I see one. Cognitive component: this involves a persons belief / knowledge about an attitude object. For example: I believe spiders are dangerous.
This model is known as the ABC model of attitudes. The three components are usually linked. However, there is evidence that the cognitive and affective components of behavior do not always match with behavior. This is shown in a study by LaPiere (1934).
Self / Ego-expressive. The attitudes we express (1) help communicate who we are and (2) may make us feel good because we have asserted our identity. Self-expression of attitudes can be non-verbal too: think bumper sticker, cap, or T-shirt slogan. Therefore, our attitudes are part of our identify, and help us to be aware through expression of our feelings, beliefs and values. Adaptive. If a person holds and/or expresses socially acceptable attitudes, other people will reward them with approval and social acceptance. For example, when people flatter their bosses or instructors (and believe it) or keep silent if they think an attitude is unpopular. Again, expression can be nonverbal [think politician kissing baby]. Attitudes then, are to do with being apart of a social group and the adaptive functions helps us fit in with a social group. People seek out others who share their attitudes, and develop similar attitudes to those they like. The ego-defensive function refers to holding attitudes that protect our self-esteem or that justify actions that make us feel guilty. For example, one way children might defend themselves against the feelings of humiliation they have experienced in P.E. lessons is to adopt a strongly negative attitude to all sport. People whose pride has suffered following a defeat in sport might similarly adopt a defensive attitude: Im not bothered, Im sick of rugby anyway. This function has psychiatric overtones. Positive attitudes towards ourselves, for example, have a protective function (i.e. an ego-defensive role) in helping us reserve our self-image. The basic idea behind the functional approach is that attitudes help a person to mediate between their own inner needs (expression, defense) and the outside world (adaptive and knowledge).
(There are nods of approval all round. You are fitting in - adaptive). The people in the group are wearing England football shirts (This is the self-expression function). Then imagine you go on to say: The trouble with foreigners is that they dont speak English. I went to France last year and they were ignorant. Even if they could speak our language they wouldnt do so. I call that unfriendly. (Others agree with you and tell you of their similar experiences. You are making sense of things. This is the knowledge function). Then someone who has never travelled takes things a stage further I dont mind foreigners coming here on holidaybut they shouldnt be allowed to live here.taking our jobs and living off social security. Britain for the British is what I say.why is it getting so you cant get a decent job in your own country. (Now the others in the room join in scapegoating foreigners and demonstrating the ego defensive function of attitudes).
The conflict:
It is important for the man to take care of the environment. He is driving a car that is not environmentally-friendly.
In order to reduce this dissonance between belief and behavior, he has a few difference choices. He can sell the car and purchase another one that gets better gas mileage or he can reduce his emphasis on environmental-responsibility. In the case of the second option, his dissonance could be further minimized by engaging in actions that reduce the impact of driving a gas-guzzling vehicle, such as utilizing public transportation more frequently or riding his bike to work on occasion. A more common example of cognitive dissonance occurs in the purchasing decisions we make on a regular basis. Most people want to hold the belief that they make good choices. When a product or item we purchase turns out badly, it conflicts with our previously existing belief about our decision-making abilities.
Focus on more supportive beliefs that outweigh the dissonant belief or behavior. Reduce the importance of the conflicting belief. Change the conflicting belief so that it is consistent with other beliefs or behaviors.
Self-perception theory = when you use attitudes after the fact to make sense out of an action that has ALREADY occurred.
3) Organizational Commitment Strength of the feeling of responsibility that an employee has towards the mission of the organization.
2. JOB SATISFACTION
The three important dimensions to Job Satisfaction are as follows: 1. Job satisfaction refers to ones feeling towards ones job. It can only be inferred but not seen. 2. Job satisfaction is often determined by how well outcomes meet or exceed expectations. Satisfaction in ones job means increased commitment in the fulfillment of formal requirements. There is greater willingness to invest personal energy and time in job performance. 3. presently The term occupying. Job satisfaction andattitude job attitudes typically used interchangeably. to effective orientation Positive on the part of individuals towards the towards job arejob their conceptually work roles equivalent whichBut they torefer job are satisfaction and negative attitude towards theare job indicate dissatisfaction.
Though the terms job satisfaction and attitudes are used interchangeably, there are differences between the two. Attitude refers to predisposition to respond. Job satisfaction on the other hand, relates to performance factors. Attitudes reflect ones feeling towards individuals, organizations and objects. But satisfaction refers toones attitude to a job satisfaction is therefore a specific subject to attitude.
2.1 DEFINITIONS
According to E. A. Locke a pleasure or positive emotional state resulting from the appraisal of ones job or job experience. As the amount of overall positive affect (or feeling) that individuals have towards their jobs. D.C. Feldman & H.J. Arnold.
A Job satisfaction is the amount of pleasure or contentment associated with a job. If you like your job intensely you will experience high job satisfaction. If you dislike your job intensely, you will experience job dissatisfaction. Du Brin.
Job satisfaction is a set of favorable or unfavorable feelings with which employees view their work. Keith Davis & J. W. Newstrone.
Personal Factors
Organisational Factors
Age Sex
Nature of work Assigned Pay and other benefits Superior subordinate relationship Interpersonal relationship
Educational Qualification
Experience
Ability
The age of a person does have its influence on his level of job satisfaction. People who are young usually have a higher level of job satisfaction provided they rightly choose their career. Those in their twenties or thirties are energetic and have the stamina to work hard and derive pleasure out of their work. As a person gets older, he gets tired physically and mentally. Further, he reaches the saturation point at this stage and the work, usually, does not give him the pleasure it gave earlier.
2.4.3 Experience
The experience of an employee gives him exposure to many difficult work situations. This enables him to learn the art of managing crisis. Such persons, in view of their ability to tackle any critical work situation, should naturally have greater job satisfaction than those who are inexperienced. It may be mentioned here that the age and experience of a person need not go together.
2.4.4 Ability
An employee who lacks the capability to perform his job, obviously, cannot derive job 10
satisfaction. Performance is vital for job satisfaction. Only those who have the ability will be able to perform. It may be mentioned here that the satisfaction accruing to a person out of the monetary benefits he gets from his employment is temporary. In the long run, performance alone can give him satisfaction.
2.4.5 Perception
Job expectations differ from person to person. This is in view of differences in ones perception. Some individuals may be interested in challenging jobs while others may be interested in routine work. Still, there are some who may be prepared to do any work for the sake of monetary benefits. The extent to which the expectations of a person have been fulfilled is yet another determinant of job satisfaction.
fault with him unnecessarily, the employee gets disturbed mentally. This affects satisfaction. It is, therefore, necessary that the superior subordinate relationship is cordial in any workplace.
3. 4. 5. 6. 7. 8. 9.
Conducive working environment. Cordial superiorsubordinate relationship. Better interpersonal relationship. Provision of suitable promotion opportunities. Creation of facilities for training. Provision of suitable incentives and social security benefits. Job rotation where desirable.
10. Encouraging employees participation in decision making. The TwoFactor Theory, the NeedFulfillment Theory and the Expectancy Theory discussed in the Chapter Motivation have relevance to job satisfaction as well.
1. Wages
Wages play a significant role in influencing job satisfaction. This is because of two reasons 1. Money is an important instrument in fulfilling ones needs. 13
2. Employees often see pay as a reflection of managements concern for them. Employees want a pay system which is simple, fair and in line with their expectations. When pay is seen as fair, based on job demands, individual skill level and community pay standards satisfaction is likely to result. What needs emphasis is that it is not the absolute amount paid that matters rather it is ones perception of fairness.
2.
Nature of Work
Most employees crave intellectual challenges on job. They tend to prefer being given
opportunities to use their skills and abilities and being offered a variety of tasks, freedom and feedback on how well they are doing. These characteristics make jobs mentally challenging. Job that has too little challenge creates boredom. But too much challenge creates frustration and a feeling of failure. Under conditions of moderate challenge, employees experience pleasure and satisfaction.
3. Promotions
Promotional opportunities affect job satisfaction considerably. The desire for promotion is generally strong among employees as it involves change on job content, pay, responsibility, independence, status and the like. It is no surprise that the employee takes promotion as the ultimate achievement in his career and when it is realized, he feels extremely satisfied.
4. Supervision
There is a positive relationship between the quality of supervision and job satisfaction. Supervisors who establish a supportive personal relationship with subordinates and take a personal interest in them contribute to their employee satisfaction. On realizing the role of supervision in creating satisfaction a number of supervisory roles have been suggested for the purpose. The following points list out the supervisory actions.
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5. Work Group
The work group does serve as a source of satisfaction to individual employees. It is well known that, for many employees work fills the need for social interaction. The work group is a stronger source of satisfaction when members have similar attitudes and values. Having people around with similar attitudes causes less friction on a day to day basis. Co workers with similar attitudes and values can also provide some confirmation of a persons self -concept. We are ok and you are ok.
6. Working Conditions
Working conditions that are compatible with an employees physical comfort and those facilities doing a good job contribute to job satisfaction. Temperature humidity, ventilation, lighting and noise, hours of work, cleanliness of the work place and adequate tools and equipments are the features which affect job satisfaction. The assumption that working conditions and satisfaction are interrelated contradicts the two factor theory of motivation.
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According to this theory, working conditions are a part of maintenance factor, which, when provide help remove dissatisfaction. And the opposite of dissatisfaction is nodissatisfaction but not satisfaction. Thus, while working conditions constitute a source of job satisfaction, they are a relatively minor source. Generally unless working conditions are either extremely good or bad, they are taken for granted by most employees. Only when employees themselves change jobs or when working conditions change dramatically over time do working conditions assume more relevance. In other words, all employees are not satisfied or dissatisfied by favorable or unfavorable work environment.
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