Project on role of attitude in job satisfaction and job involvement

1. Project on role of attitude
in job satisfaction and job
involvement
SUBMITTED TO SUBMITTED BY
DR ANJALI RAI VIVEK SINGH 281
VIVEK TYAGI 282
ZUBER MALIK 283
JAINEET KALRA 284
KRITIKA SNEHA 289

2. Role of Job Satisfaction on Employee -
INTRODUCTION
 Job satisfaction is the most frequently studied variable in organizational
behavior research. It has been considered in a variety of ways, and is defined
differently in various studies.
 The researcher has introduced the concepts of Attitude and Behavior and
then moved further into explaining the three main components of major Job
Attitude which consists of Job Involvement, Organization Commitment and
Job Satisfaction
 It is very important for organizations to identify the determinants of job
satisfaction in an effort to optimize the productivity of their employees and
avoid the costs of employee turnover

3. Role of Studying Organisational Behaviour
in Job Satisfaction-INTRODUCTION
 Organization Behavior is a very important study and application of knowledge
about how people as individuals and as groups act within organizations. It
studies what people do in an organization and how their behavior affects the
organization's performance.
 It provides a useful set of tools at many levels of analysis. For instance it
helps managers understand the behavior of individuals working within an
organization. It also aids their understanding of the complexities involved in
interpersonal relations
 People, structure, technology, and the environment in which the organization
operates are the key elements in the study of organization behavior.

4. ATTITUDES AND BEHAVIOR
 Attitudes are the feelings and beliefs that largely influence as to how the
employees would perceive their working environment, commit themselves to
designated actions and behave as a result.
 Attitudes is formed by three main components: cognitive component which
talks about the opinion or belief segment of an attitude, affective component
stresses on the emotional or the feelings segment of an attitude and finally
behavioral component talks about having an intention to behave in a certain
way towards some or something
 Important Attitudes that reflect fundamental values, self-interest, or
identification with individuals or other groups that a person values are
considered to be very important in nature.

5. ATTITUDES AND BEHAVIOR
 Attitudes that are easily thought of or are often showed by an employee play
a key role in predicting behavior than those attitudes that are not easily
accessible in the memory.
 Variances between attitudes and behavior are quite likely to occur when
social structures stress people to behave in certain ways. This tends to qualify
behavior in organizations
 Attitudes are usually used to evaluate and understand after an action has
taken place instead of using it before so as to guide an action
 Job Satisfaction, Job Involvement and Organizational Commitment are the
three main attitudes that have been studied by a lot of scholars and
researchers

6. JOB INVOLVEMENT
 Job involvement helps in measuring the level to which people psychologically
relate themselves with their job and conceive their self-worth with the
perceived level of performance
 Higher level of job involvement and psychological empowerment leads to
higher to organizational citizenship and job performance by the individual.
 manager's high involvement in the job leads to higher job satisfaction of his
employees thus making it an important factor for an organization's
effectiveness in a highly competitive environment

7. ORGANIZATIONAL COMMITMENT
 Organizational Commitment is usually defined as the strength of one's
identification and involvement with their respective organization. It's the
state when an employee identifies himself/herself with a particular
organization
 It is a way by which an employee's willingness to remain as a member of that
organization for the future also is evaluated
 High job involvement an employee identifies with ones specific job, while
under high organizational commitment an employee identifies with one's
employing organization
 Employees who are organizationally committed usually have low absenteeism
rate, low turnover rates and also have a willingness to adhere their concerned
company's policies

8. JOB SATISFACTION
 Job satisfaction, in the words of Ivancevich and Matteson, 1990, is an attitude
that individuals carry about their jobs. It results from their perception of
their jobs
 It details other determinants of job satisfaction such as promotion, co-
workers, managerial styles and policies/procedures
 Job Satisfaction is a set of favorable or unfavorable feelings and emotions
with which employees perceive their work. Job satisfaction is an affective
attitude- a feeling of relative likes or dislikes.
 Job satisfaction is related to the positive feeling an employee perceives about
one's job resulting from an evaluation of its characteristics

9. JOB SATISFACTION
 It has been identified that a positive relationship exists between a person's
job satisfaction level and holding of positive feelings about the same
concerned job whereas a person dissatisfied with his job carries negative
feelings about the job and organization
 Dimensions of Job Satisfaction
Job Satisfaction is a complex concept and not easy to measure at the
same time. Job satisfaction is different from motivation. It is more of an
attitude, an internal state
It is not clear whether job satisfaction consists of a single dimension or
a number of separate dimensions. But there surely seems to be a positive
correlation between satisfaction and different areas of work

10. ANTECEDENTS OF JOB SATISFACTION
 A lot of researchers and scholars have carried out studies to determine and
understand the variables and factors affecting an employee's job satisfaction
 A wide range of individual, social, organizational and cultural variables have
been identified as factors affecting an employee's level of job satisfaction
 These factors affecting an employee's job satisfaction can be divided into
internal and external factors.
 Internal factors usually refer to the factors that can affect the employee's
job satisfaction within the organization
 Factors outside the organization like employee's family/social life, the
identity and image of the organization in the outside market are categorized
under external factors affecting an employee's level of job satisfaction.

11. Determinants of Job Satisfaction
 Employees with Type A' personalities are usually more aggressive in nature.
They believe in setting high standards for themselves and therefore are more
prone to job dissatisfaction.
 Employees who are quite relaxed in their attitude fall under the category of
Type B' personalities. Their personality shows its effect on their attitude
towards work in a very relaxed way.
 People who find themselves in jobs which fit according to their attitudes and
personalities stay more satisfied and committed to their work.

12. MEASURES OF JOB SATISFACTION
 To evaluate an employee's satisfaction or dissatisfaction at work is a complex
process which consists of assessing a number of discrete job elements. One of
the popular methods to evaluate the attitudes of employees is by the use of
attitude surveys
 It helps in drawing out responses from employees through questionnaires as to
their feelings about their jobs, work groups, supervisors and the organization.
 It helps in revising an organization's policies and procedures so that they work
in favor of the employees.
 Job Descriptive Index (JDI)- It measures one's satisfaction in five facets: pay,
promotions and promotion opportunities, coworkers, supervision and the work
itself

13. IMPACT OF JOB SATISFACTION AND
DISSATISFACTION ON EMPLOYEE BEHAVIOR
 When employees are dissatisfied with their jobs, lack job involvement and are
low in their commitment to the organization, a wide variety of consequences
 Dissatisfied employees may engage in psychological withdrawal, physical
withdrawal or even acts of aggression and retaliation for presumed wrongs
 Satisfied employees may provide acts of consumer service beyond the call of
duty, have sparkling work records, and actively pursue excellence in all areas of
their jobs.

14. Job Satisfaction and Job Performance
 The satisfaction-performance relationship is more complex that the simple
path of "satisfaction leads to performance."
 Satisfied workers actually may be high, average or even low producers will
tend to continue the level of performance that brought them satisfaction
 Better performance typically leads to higher economic, sociological and
psychological rewards
 On the other hand if these rewards are seen inadequate for one's level of
performance then dissatisfaction tends to arise

15. Job Satisfaction and Organizational
Citizenship Behavior (OCB)
 Job satisfaction is considered to be a major determinant of an employee's
organizational citizenship behavior (OCB).
 A modest relationship exists between job satisfaction and OCB. Satisfied employees
seem more likely to talk positively about the organization, help others, and go beyond
the normal expectations in their job
 They are also very likely to go beyond the formal requirements of the job just in order
to reciprocate their positive experiences. They voluntarily engage in behaviors that
work in favor of the organization.

16. Job Satisfaction and Customer Satisfaction
 Customer satisfaction is a very important requirement for many firms. Their
performance gets marked by keeping their customers satisfied and happy.
 Satisfied employees increase customer satisfaction and loyalty.
 Since satisfied employees have high retention rate, customers are more likely
to encounter familiar faces and receive experienced service. All these
qualities build customer satisfaction and loyalty

17. Job Satisfaction and Turnover
 Satisfaction is also negatively related to turnover, but the correlation is way
stronger than that in the case of job satisfaction and absenteeism.
 it is said that level of satisfaction is less important in predicting turnover for
superior employees as compared to the poor performers.
 But studies suggest that job satisfaction should be more important in
influencing poor performers to stay than the superior performers because
regardless of level of satisfaction, the high performers

18. MOTIVATION THEORIES
 Two Factor Theory (Motivator-Hygiene Theory)
This theory states that satisfaction and dissatisfaction are driven
by different factors that are intrinsic and extrinsic factors. Intrinsic factors which
are also known as satisfiers are related to job content (work itself)
It is stated that motivation can be seen as an inner force that
drives individuals to attain personal and organizational goals (Hoskinson, Porter &
Wrench).
According to this theory, the factors leading to job satisfaction
are separate and distinct from those that lead to job dissatisfaction

19. Job Characteristics Model (JCM)
 The model states that there are five core job characteristics (skill variety,
task identity, task significance, autonomy and feedback) which impacts three
critical psychological states (experienced meaningfulness, experienced
responsibility for outcomes and knowledge of the actual results) which in turn
influences the work outcomes of the employees
 These five core job characteristics can be combined to form a motivating
potential score for a job which can be used as an index of how likely a job is
going to affect an employee's attitudes and behaviors
 Managers at all costs should do things that would generate positive job
attitudes. One of the most important thing managers can do to raise
employee satisfaction is to focus on the intrinsic parts of the job, such as
making the work challenging and interesting in nature.

20. CONCLUSION-A Happy Worker is a
Productive Worker
 Behavior gets influenced by the attitudes that the employees carry in their
minds and it is these attitudes only which turn out to be the indicators of
potential problems that an organization can encounter
 Job responsibilities, achievements, growth, self fulfillment and recognition help
in enhancing job satisfaction levels of employees
 Assuring job satisfaction for a long term requires careful planning and effort
from both the management and by workers. Managers are encouraged to
consider such theories as Herzberg's
 A comprehensive approach to organizational behavior suggests that managers
should consider ways in which the work environment can help produce all three
key employee attitudes- job satisfaction, job involvement and organizational
commitment.

21. THANK YOU
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