Q131 - Attitudes and Job Satisfaction (7 Marks)

1. Definition of Attitude

Attitude is a learned, relatively stable tendency to respond favourably or unfavourably towards an object, person or event. It reflects how we feel and predisposes us to behave.

• Robbins: “Evaluative statements – favourable or unfavourable – concerning objects, people or events”

Characteristics: Learned (not innate), evaluative, influences perception & behaviour, relatively enduring but can be changed via persuasion/experience, has three components.

2. Components of Attitude (ABC Model)

Component	Meaning	Example (towards job)
Affective (A)	Feeling/emotion	“I dislike my monotonous assembly work”
Behavioural (B)	Intention to act	“I intend to avoid overtime / quit”
Cognitive (C)	Belief/opinion	“My job lacks autonomy and pay is low”

Inconsistency between components creates cognitive dissonance (Festinger) → person tries to reduce gap (e.g., justify low pay as temporary).

3. Types of Attitudes (W.r.t Work)

Most important OB attitudes linked to job satisfaction:

1. Job Satisfaction: Overall positive feeling about job. Facets: pay, promotion, supervision, coworkers, work itself (JDI/MSQ scales). High satisfaction → lower turnover/absenteeism, higher OCB
2. Job Involvement: Degree of psychological identification with job – time and energy immersion
3. Organisational Commitment:
   • Affective – emotional attachment (want to stay)
   • Continuance – cost of leaving (need to stay)
   • Normative – obligation (ought to stay)
4. Perceived Organisational Support (POS)
5. Employee Engagement: Enthusiasm, dedication, absorption

Other general types: Positive vs Negative, Explicit (conscious) vs Implicit (unconscious), Work-related vs Life-related

4. Job Satisfaction – In Detail

Definition: “Pleasurable emotional state resulting from appraisal of one’s job” (Locke).

Determinants:

• Work itself: Challenging, interesting, autonomy
• Pay & Benefits: Equity perception (Adams) matters more than absolute amount
• Promotion opportunities, Supervision (considerate leader), Coworkers, Working conditions
• Personality: Positive affectivity → higher satisfaction; Core self-evaluations
• P-E Fit: Values congruence

Theories:

• Discrepancy theory: Satisfaction = What is received vs what is expected
• Equity theory, Two-factor, Cornell model

Consequences:

• Satisfaction → Performance: Moderate positive correlation (r ≈ 0.3); stronger when performance leads to rewards
• Withdrawal: Dissatisfaction ↑ absenteeism, turnover, grievances
• OCB, Customer satisfaction, Mental health

Measuring: Minnesota Satisfaction Questionnaire (MSQ), Job Descriptive Index (JDI), 360° surveys, single global rating

Ways to Enhance:

• Job redesign (enrichment, enlargement), fair pay, participative decision-making, supportive supervision, work-life balance, recognition, career growth (Herzberg motivators)

5. Attitudes → Behaviour Link

Attitudes predict behaviour when: attitude is specific, strong, accessible, and situational constraints low (Fishbein & Ajzen’s Theory of Planned Behaviour). Organisation monitors attitudes via surveys to prevent turnover and predict unionisation or strike intentions.

6. Conclusion

Attitudes are precursors to workplace behaviour. Job satisfaction is the flagship work attitude and a barometer of HRD effectiveness. Managing attitudes through fair HR practices, communication and job design builds commitment and reduces costly withdrawal. For exam, draw ABC triangle and list 3 major OB attitudes with facets of job satisfaction.

Exam tip: Definition + ABC → List 3 OB attitudes → Expand Job Satisfaction (determinants + effects) → 2-line conclusion.