Work-Related Attitudes

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Work-Related Attitudes

• Job Satisfaction and Work Behaviors
• High levels of job satisfaction do not
  necessarily lead to high job performance.

2
Work-Related Attitudes

• Organizational Commitment
• An attitude that reflects an individuals
  identification with and attachment to an
  organization.
• Organizational Commitment and Work Behaviors
• Employee commitment strengthens with an
  individuals age, years with the organization,
  sense of job security, and participation in
  decision making.
• Committed employees have highly reliable habits,
  plan a longer tenure with the organization, and
  muster more effort in performance.

3
Affect and Mood in Organizations

• Researchers have recently started to focus
  interest on the affective component of attitudes.
  Research now suggests that there are underlying
  stable predispositions toward fairly constant
  and predictable moods and emotional states.
• Positive Affectivity a relatively stable
  tendency to be upbeat and optimistic, to have a
  sense of well being, and to see things in a
  positive light.
• Negative Affectivity a relatively stable
  tendency to be downbeat and pessimistic and to
  see things in a negative light.

4
Perception and Perceptual Processes

• Perception
• The set of processes by which an individual
  becomes aware of and interprets information

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The Perceptual Processes
Figure 9.3
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Perception and Attribution

• Perception is also closely linked with another
  process called Attribution.
• Attribution is a mechanism through which we
  observe behavior and then attribute causes to it.
  
• Attribution occurs as a result of consensus,
  consistency, and distinctiveness.

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Perception and Attribution

• Ways in Which Attributions Are Formed
• Consensusthe extent to which other people in the
  same situation behave the same way.
• Consistencythe extent to which the same person
  behaves the same way at different times.
• Distinctivenessthe extent to which the same
  person behaves the same way in other situations.

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Expectancy TheoryA Process Perspective

• Developed by Victor Vroom
• Suggests that motivation depends on two things
• How much we want something and
• How likely we think we are to get it

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Expectancy TheoryA Process Perspective

• Model of Motivation
• Suggests that motivation leads to effort, when
  combined with ability and environmental factors,
  that results in performance which, in turn, leads
  to various outcomes that have value (valence) to
  employees.

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Expectancy TheoryA Process Perspective

• Theory is based on four basic assumptions.
• Behavior is determined by a combination of forces
  in the individual and in the environment.
• People make decisions about their own behavior in
  organizations.
• Different people have different types of needs,
  desires, and goals.
• People choose among alternatives of behaviors in
  selecting one that that leads to a desired
  outcome.

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Expectancy TheoryA Process Perspective

• Elements
• Effort to performance expectancy is the
  probability that effort will lead to high
  performance
• Performance to outcome expectancy is the
  perception that performance leads to a specific
  outcome
• Outcome is the consequence or reward for
  performance
• Valence is how much a particular outcome is valued

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The Expectancy Model of Motivation
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Porter-Lawler Extension

• Assumptions
• If performance in an organization results in
  equitable and fair rewards, people will be more
  satisfied.
• High performance can lead to rewards and high
  satisfaction.
• Types of rewards
• Extrinsic rewardsoutcomes set and awarded by
  external parties (e.g., pay and promotions).
• Intrinsic rewardsoutcomes that are internal to
  the individual (e.g., self-esteem and feelings of
  accomplishment).

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Porter-Lawler ExtensionA Process Perspective
Performance
Performance
Perceived equity
Satisfaction
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Porter-Lawler Extension of Expectancy Theory
Source Edward E. Lawler III and Lyman W. Porter,
The Effect of Performance on Job Satisfaction,
Industrial Relations, October 1967, p. 23. Used
with permission of the University of California.
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Implications for Managers

• Managers must figure what the outcomes are wanted
  by each employee
• Determine performance levels needed to reach
  organizational goals
• Must link the outcomes and performance
• Look for conflicting expectancies and make sure
  rewards are large enough
• Make the system equitable to all