Work Attitudes (Group Report)

• Attitudes


  Judgments or evaluative statements
• Main components of attitudes

  • Affective component
  • Behavioral component
  • Cognitive component
• Affective component


  The emotional or feeling segment of an attitude
• Behavioral component


  An intention to behave in a certain way
• Cognitive component


  An opinion or belief about the attitude target
• How the 3 main components of attitudes are related

  Behavior and attitude
• Powerful characteristics that can change the nature of the attitudes-behavior relationship

  • Importance of the attitudes
  • Correspondence to behavior
  • Accessibility
  • Social pressures
  • Whether a person has direct experience with the attitude
• Research: attitudes predict future behavior
• Cognitive dissonance


  Any incompatibility between two or more attitudes or between behavior and attitudes
• Importance of the attitudes

  • Reflect our fundamental values, self-interest, or identification with individuals or groups we value
• Correspondence to behavior


  • Specific attitudes tend to predict specific behaviors, and general attitudes will predict general behavior
• Accessibility


  • Accessibility of an attitude mean how readily it is recalled. Highly accessible attitudes are more intense.
• Social pressures


  • The effect of groups actions that motivates an agent to alter his actions to conform to the group standards
• Direct experience with the attitude


  • Having direct experience, attitude tends to be strong
• Major Job Attitudes


  • Job Satisfaction
  • Job Involvement
  • Organizational Commitment
• Job Satisfaction


  A positive feeling about one's job resulting from an evaluation of its characteristics
• Job Involvement


  The degree to which a person identifies with a job, actively participates in it, and considers performance important to self-worth
• Person with High Job Satisfaction


  Holds positive feelings about the work
• Person with Low Job Satisfaction


  Holds negative feelings about the work
• Employees with high job involvement


  • Deeply committed and passionate about their work; leading to a greater job satisfaction
• Psychological Empowerment


  Employees' perceptions of their ability: to impact their work environment, their competencies, the significance of their job, and their level of autonomy
• Empowered employees


  • Excel in performance, engage in organizational citizenship behaviors, and demonstrate creativity
• Organizational Commitment


  The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization
• Three Components of Organizational Commitment

  • Affective commitment
  • Normative commitment
  • Continuance commitment
• Affective Commitment


  Emotional attachment and involvement in an organization
• Normative Commitment


  Sense of obligation an employee feels to an organization
• Continuance Commitment


  Consideration of the costs of leaving an organization and a drive to continue as an employee
• Perceived Organizational Support (POS)


  The degree to which employees believe that an organization values their contribution and cares about their well-being
• Employee Engagement


  The degree of enthusiasm an employee feels for the job
• Highly engaged employees


  • Have a passion for their work
• Disengaged employees


  • Didn't put energy or attention into their work
• Ajzen's Theory of Planned Behavior - Three main components

  • Attitude towards behavior
  • Perceived behavioral control
  • Subjective norms
• Attitude towards behavior


  Individual's positive or negative evaluation of performing a behavior
• Perceived behavioral control


  Belief in one's ability to perform the behavior
• Subjective norms


  Perception of social pressure or approval regarding the behavior
• Application of Ajzen's Theory of Planned Behavior

  • Understanding decision-making processes
  • Health behaviors
  • Consumer choices