Job Attitude and

Job Satisfaction
Soumil Agarwal (J001)
Abhishek Jain (J009)
Aayush Maheshwari (J015)
Rohan Nagpal (J019)
Adityanarayanan S (J023)
Papers covered
1. Job satisfaction and organizational commitment as predictors of
organizational citizenship Larry J. Williams, Stella A. Anderson
2. Job satisfaction and the good soldier : the relationship between
affect and employee citizenship Thomas S. Bateman, Dennis
W. Organ
3. A study of employees job satisfaction and its impact on their
performance - Jitendra Kumar Singh, Dr. Mini Jain
4. A study on Employee Attitude towards the organization and job
satisfaction Alok Kumar Shrivastav, Priyanka Das
5. Employee attitudes and job satisfaction Timothy A. Judge, Lise
M. Saari
 1.
Employee Attitudes and
Job Satisfaction

Happy employees are productive
employees.

Happy employees are not

productive employees.
Variables under study
(major gaps between HR practice and the scientific research in the area
of employee attitudes related to job satisfaction)

The causes of employee attitudes,

The results of positive or negative job satisfaction, and
How to measure and influence employee attitudes
Gap 1The Causes of Employee
Attitudes
Dispositional Influences
Cultural Influences
The four cross-cultural dimensions are:
(1) individualism-collectivism;
(2) uncertainty avoidance versus risk taking;
(3) power distance, or the extent to which power is unequally
distributed; and
(4) masculinity/femininity, more recently called achievement
orientation.
Work Situation Influences
Gap 2The Results of Positive
or Negative Job Satisfaction
Job Satisfaction and Job Performance
Job Satisfaction and Life Satisfaction
Job Satisfaction and Withdrawal Behaviours
Gap 3How To Measure and
Influence Employee Attitudes

Employee Attitude Surveys

Analysing and Interpreting Survey Results for Action
The Use of Norms
Global Considerations
Linking Employee Attitudes to Business Measures
Survey Feedback and Action
How To Close the Gaps and Evaluate
the Effectiveness of Practice

Better HR practitioners who know how to develop effective and

research-based employee attitude measures, understand and derive
valuable insights from the data, and use the results to improve employee
attitudes and job performance and help lead organizational change.

Apply return on investment (ROI) principles. These involve defining the

objectives of a program then evaluating, through appropriate research
designs and measurements, whether these objectives were met.
Future research

Future research will likely focus on greater understanding of personal

characteristics, such as emotion, in defining job satisfaction and how
employee attitudes influence organizational performance.

Greater insights on the relationship between employee attitudes and

business performance will assist HR professionals as they strive to
enhance the essential people side of the business in a highly competitive,
global arena.
 2.
A study of employees job
satisfaction and its impact
on their performance
INTRODUCTION

Employee satisfaction refers to a collection of positive and/or negative

feelings that an individual holds toward his or her job.
Job Satisfaction is a part of life satisfaction. It is the amount of pleasure or
contentment associated with a job.
Job Satisfaction is an emotional response to a job.
THEORETICAL BACKGROUND

The study of job satisfaction is a topic of wide interest to both people

who work in organizations and people who study them.
Job satisfaction has been closely related with many organizational
phenomena such as motivation, performance, leadership, attitude,
conflict, moral etc.
Researchers have attempted to identify the various components of job
satisfaction, measure the relative importance of each component of job
satisfaction and examine what effects these components have on
employees productivity.
FACTORS INFLUENCING
EMPLOYEE JOB SATISFACTION
1. Policies of Compensation and Benefit
2. Job Security
3. Working conditions
4. Relationship with Superior authority
5. Promotion and Career Development
6. Leadership Styles
7. Work group
8. Personal Variables
9. Other Factors
IMPACT OF JOB SATISFACTION
ON EMPLOYEE PERFORMANCE

Satisfaction and Productivity

Satisfaction and Absenteeism
Satisfaction and Turnover
Satisfaction and Workplace Deviance
Satisfaction and Organization Citizenship Behaviour (OCBs)
Satisfaction and Customer Satisfaction
HOW TO IMPROVE EMPLOYEE
SATISFACTION?

1. Clear, Concise and Consistent Communication

2. Getting to Know Your Employees and Create a Team
3. Training and Other Improvement Programs
4. Empower Employees Across the Company
5. Work Itself
6. Fair Compensation and Benefits
7. Opportunity for Promotion and Career Development
8. Monitor Performance and Reward for Contribution
9. Provide Regular, Honest Feedback
10. Provide Best Equipment and Safe Working Condition
CONCLUSION

In areas of customer service and sales, happy employees are extremely

important because they represent the company to the public.
Every organization should develop strategies that strengthen the work
environment and increase the employees morale and employees
satisfaction to enhance employee performance and productivity, which
ultimately results in high profits, customer satisfaction as well as customer
retention.
Policy makers and managers have turned their attention to provide
different kinds of facilities to their employees in order to satisfy their
employees.
A good work environment and good work conditions can increase
employee job satisfaction and the employees will try to give their best which
can increase the employee work performance.
 3.
A study on Employees
Attitude towards the
Organization and Job
satisfaction
 INTRODUCTION

Attitude is a mental and neural state of readiness organized through

experience, exerting a directive or dynamic influence upon the individuals
response to all objects and situations with which it is related.
Attitudes have been studied with differing emphasis and methods.
Attitude may be defined in two ways, Conceptual and Operational.
VARIABLES
Job Satisfaction
Determination of Job Satisfaction
Effect of Job Satisfaction
Physical and Mental Health
Improving Job Satisfaction
Job Involvement
Organizational Commitment
Attitudes and Consistency
Cognitive Dissonance Theory
Moderating Variables
THEORETICAL BACKGROUND

Robbins (2003) defined attitudes as evaluative statements and they

can be either favourable or unfavourable concerning objects, people, or
events. Therefore they reflect how one feels about something. The
favourable statements may provide positive effects regarding the
concerned object, person or event whereas unfavourable statement
may provide negative effects.
According to Smith, Kendall and Hulin (1969), extensive research on
job satisfaction shows that personal factors such as an individuals needs
and aspirations determine this attitude, along with group and
organizational factors such as relationships with co-workers,
supervisors, working conditions, work policies, and compensation.
RESEARCH OBJECTIVES

To know the employees attitude towards the organization.

To know the reasons for the employees positive attitude.
To know the reasons for the employees negative attitude.
To know the employees expectations from the organization.
To make suggestions to improve the attitude of the employees
to the management.
To study the attitude of the employees towards their work.
RESEARCH METHODOLOGY
The statistical tools used for the study are Percentage and
frequency, Chi-square test and ANOVA .

1. Age Profile of Respondents 8. Working Hours of the

2. Educational Qualification of
Respondents
3. Length of Service of
Respondents
4. Present Salary Respondents
Draw
5. Type of work performed by
Respondents
6. Work Load of Respondents
7. Job Rotation of Respondents
Respondents
9. Shift Timing of the Respondents
10. Treatment by the Management
to the Respondents
11. Recognition of Performance of
the Respondents
12. Job Security of the Respondents
13. Quality of Work Life of The
Respondents
CONCLUSION

Job Security is a potential tool for the motivation of the

employees which in this study shows that, the employees have
a negative attitude towards it.
The management may make the employees understand that
they are the partners of the business and the employees
organization life depends up on the constructive contributions
made by them.
The respondents also feel that the leave facilities provided are
also not adequate. Management in this regard may identify the
ways by which leave facilities may be improved without
disturbing the regular schedule of work, by giving restricted
holidays, by increasing the number of paid holidays etc.
 4.
Job Satisfaction and the good
soldier: the relationship
between affect and employee
citizenship
Introduction

A measure of wide array of activities on the job was completed by

employees supervisors at two points in time.

Job Descriptive Index is used to report job satisfaction.

Relationship is established between job satisfaction and job

performance.
Theoretical Background

Any covariance between job satisfaction and job performance emerges

only when satisfaction results from performance-contingent rewards.
As per Organ performance does not consistently or appreciably follow
from satisfaction in a direct functional relationship.
The authors have come up with Citizenship behaviour. Two models
explain the influence of this behaviour by job satisfaction-
Social Exchange Theory
Social psychological experiments
Methodology
Data obtained at two different times. Variety of jobs in non-academic,
administrative departments were surveyed including programmers, students
counsellors, fund raisers etc.
One researchers met with all the members of each department who completed
the measures of job satisfaction.
Subjects were not aware they were evaluated and anonymity was maintained.
The second administration employed the same procedure and took place 5-7
weeks after the first collection.
Methodology

A variety of behaviour s such as compliance, dependability, complaints,

criticism etc were measured.
Job satisfaction was measured using JDI which contains five scales
pertaining to employees satisfaction with work, pay, promotions, co-
workers and supervision.
Data Analysis
Conclusion

The relationship established in this paper is very strong.

This can be because the citizenship behaviours of interest here generally
represent actions more under the volitional control of workers than
conventional productivity measures.
The results of this study demonstrate that general patterns of employee
behaviour, rather than a single-act productivity criterion, are predictable
from a general measure of satisfaction.
 5.
Job Satisfaction and
Organizational Commitment as
predictors of Organizational
Citizenship
Theoretical Background

Organizational Citizenship Behaviors (OCB) represents individual

behavior that is discretionary, not directly or explicitly recognized by the
formal reward system, and in the aggregate promotes the efficient and
effective functioning of the organization.
Empirical and conceptual work in this area suggests two broad
categories:
OCBO behaviors that benefit the organization in general.
OCBI behaviors that immediately benefit specific individuals and
indirectly through this means contribute to the organization.
Technical Background
The distinction between OCBO and OCBI is important because prior work
suggests that these two forms of OCB activities can have different
antecedents.
The paper studies intensively on the following two purposes:
To demonstrate that extra-role behavior in the form of OCBs can be
distinguished from traditional performance of in-role behaviors (IRBs)
To examine the relative contributions of components of job satisfaction and
organizational commitment to predicting both dimensions of OCB
performance.
Methodology

Sample and Data Collection (Table 1)

Measures
Performance
Satisfaction (Table 2)
Organizational Commitment (Table 3)
Data Analysis

Table 1 Result of Factor Analysis of Performance Items

Data Analysis

Table 2 Result of Factor Analysis of Job Cognition Items

Data Analysis

Table 3 Result of Factor Analysis of Commitment Items

Conclusion

To achieve the first objective of this research, a factor analysis was

conducted on the performance items.
The second objective was to determine the relative contributions of
affective and cognitive components of satisfaction and organizational
commitment to predicting the two forms of OCB performance.
Discussions

The results of this study provides three types of evidence that IRBs,
OCBIs and OCBOs are relatively distinct types of performance.
The EIGENVALUES obtained with the factor analysis argue strongly
that more than one dimension is present with the 20-item performance
measure obtained from the supervisors.
The obtained factor loadings indicate that each of the items used are
primarily tapping one of the three dimensions.
The factor correlations among the three performance dimensions
obtained with the oblique rotation provide a third piece of evidence
favoring a view of IRB, OCBI and OCBO as relatively distinct forms of
performance.
Future Reference

Relative to the treatment of factors in other topical areas,

there is support for viewing IRB, OCBI and OCBO as separate
constructs.
Future research should investigate higher-order factor
models of in-role and citizenship performance.
Thanks!!