Chapter : CHAPTER 6 ( ATTITUDES AND JOB SATISFACTION )

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1. DIVARTHINI A/P SUBRAMANIAM (4221000831)
2. NUR SYAZLIN AULIA BINTI MOHAMAD JAINUDDIN (4213001661)
3. NUR AIN SOLEHAH BINTI ZAHARUDIN (4213004011)
4. RUBINEE A/P CHANDRASEKARAN (4213002141)

Presentation Marking Rubric (Group)

6-5 4-3 2 1 Mark(s)
Extensive Most showed a Few members Presenters didn’t
Comprehension knowledge of good showed good understand topic.
topic. understanding of understanding of Majority of
Members showed topic. some parts of questions
complete All members able topic. answered by only
understanding of to answer most of Only some one member or
assignment. audience members majority of
Accurately questions. accurately information
answered all answered incorrect.
questions posed. questions.

Subject Student Student is at ease Student is Student does not

Knowledge demonstrates full with expected uncomfortable have grasp of
knowledge by answers to all with information information;
answering all questions, without and is able to student cannot
class questions elaboration. answer only answer questions
with explanations rudimentary about subject.
and elaboration. questions.

Content The presentation The presentation The presentation The presentation

was a concise was a good was informative was a brief look
summary of the summary of the but several at the topic but
topic with all topic. elements went many questions
questions Most important unanswered. were left
answered. information Much of the unanswered.
Complete covered; little information Majority of
coverage of irrelevant info. irrelevant; information
information. coverage of some irrelevant and
of major points. significant points
 left out.

Organization Student presents Student presents Audience has Audience cannot

information in information in difficulty understand
logical, logical sequence following presentation
interesting which audience presentation because there is
sequence which can follow. because student no sequence of
audience can jumps around. information.
follow.
All presenters Slight domination Significant Unbalanced
knew the of one presenter. controlling by presentation or
information, Members helped some members tension resulting
participated each other. with one from over-
Preparedness/
equally, and Very well minimally helping.
Participation/
helped each other prepared. contributing. Multiple group
Group
as needed. Primarily members not
Dynamics
Extremely prepared but with participating.
prepared and some dependence
rehearsed. on just reading
off slides.
Total
/30

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Chapter 6 : ATTITUDES AND JOB SATISFACTION

 Attitudes are a social psychology thing.
Attitudes are important for major work causes.
Types of attitudes:
6.0 INTRODUCTION i) Positive attitudes
ii)Negative attitudes

1. Degree of favourable or unfavourable towards a

particular situation.
2. A person's feelings can be either positive or negative
feelings.
Example: Degree of favourable or unfavourable towards
a particular situation.
6.1
3 . A person's feelings can be either positive or negative
ATTITUDES feelings.
Example:
Organisations are very particular in pay special attention
towards attitudes of their employees.
Organisations are very particular in pay special attention
towards attitudes of their employees.

6.2 JOB SATISFA CTION

Job satisfaction refers to an individual's overall satisfaction, enjoym ent, or happiness
with their job and work environm ent. It is a com plex and m ulti-dim ensional concept
that is influenced by various factors. Here are the m ain aspects of job satisfaction as
an exam ple:

i) Work Environment
Job satisfaction is greatly influenced by the ii) Ethical and Social Values
workplace environment, including factors Some individuals derive satisfaction from
such as company culture, interpersonal working for an organization that aligns
relationships with coworkers and with their personal values and ethics.
supervisors, and physical working
conditions.

iii) Compensation and Benefits iv ) Job Fit

Fair and competitive compensation, along Job satisfaction often depends on the fit
with benefits such as health insurance, between an individual's skills, interests and
retirement plans and bonuses, can have a values with their job requirements.
significant impact on job satisfaction.
6.2.1 IMPACT SATISFACTION ON ORGANIZATION

1. Employee Retention: Satisfied employees are less likely to leave their jobs voluntarily. High job
satisfaction can reduce turnover rates, which can be costly and disruptive to the organization. Retaining
experienced employees can lead to better productivity and knowledge retention.
2. Productivity and Performance: Satisfied employees tend to be more engaged and motivated, leading to
higher levels of productivity and work performance. They are more likely to put in extra effort to meet
organizational goals and go beyond their job description.
3. Enhanced Creativity and Innovation: Satisfied employees are more open to sharing ideas, collaborating
with colleagues and taking calculated risks. This can foster a culture of creativity and innovation in the
organization.
4. Low Workplace Conflict : Job satisfaction can reduce interpersonal conflict at work. Satisfied employees
are less likely to engage in negative behaviors such as gossip, bullying or sabotage.
5.Positive Employer Branding: Companies that have a reputation for having satisfied employees are more
attractive to potential job candidates. This can make it easier to attract top talent in the future.

6.3 MEASURING EMPLOYEES JOB

SATISFACTION LEVEL

1. SINGLE GLOBAL RATING:

2. SUMMATION OF JOB FACETS :
- In a single global rating approach, an
-involves assessing various specific aspects or
individual's job performance or satisfaction is
facets of a job, such as specific skills,
assessed using a single overall score or
responsibilities, or job dimensions, and then
rating. This score is often based on an
aggregating these individual scores to arrive at
individual's general perception or impression
an overall assessment.
of the person's performance or satisfaction.
- For instance, in job satisfaction research,
- For example, in a performance appraisal
instead of asking employees for a single rating
context, a supervisor might be asked to rate
of overall job satisfaction, researchers might
an employee's overall job performance on a
ask them to rate their satisfaction with various
scale from 1 to 5, with 1 being "poor" and 5
job facets, such as pay, work-life balance, co-
being "excellent." The supervisor provides
workers, and career development.
one score that summarizes their overall
judgment of the employee's performance.
 FIVE MEASUREMENTS SCALE

1. Work at current job: 2. Current salary:

-Nominal Scale: it is known as a nominal scale because -Ratio Scale: Salaries can be measured on a ratio scale
Employees are categorized into different job roles or because they have ordered categories (eg, $30,000,
departments, such as "Marketing," "Finance" or "Sales." $40,000, $50,000) with equal intervals and a true zero
This is nominal because there is no order or ranking that point (ie, $0 income does not represent salary).
exists among these categories.

3. Opportunities for promotion: 4. Current work supervision:

5. People who are working:
- Ordinal Scale: Employees can - Likert Scale (Ordinal): Employees
be asked to rate their chances for may be asked to rate their - Nominal Scale: The number or
promotion on an ordinal scale satisfaction with supervision on a categorization of people in the
such as "Low", "Medium", Likert scale from "Very employee's current job, such as "working
"High." Although there is an Dissatisfied" to "Very Satisfied." alone", "working with a team of 5
orderly ranking, the intervals This is ordinal because the intervals people" or "working with a department of
between these categories may between responses are not 20 people", will be measured using a
not be uniform. necessarily equal. nominal scale because these categories
have no inherent order.

6.4 – DETERMINANTS OF JOB SATISFACTION

1. The nature of the job: The type of work an employee engages in can significantly impact their job satisfaction.
Factors such as the level of challenge, autonomy, and meaning derived from the job play a role in determining job
satisfaction.

2. Employee involvement: When employees are given opportunities to participate in decision-making processes
and have a sense of ownership and control over their work, it can enhance their job satisfaction.

3. Salary and benefits: Fair and competitive compensation, along with comprehensive benefits packages,
contribute to employees' satisfaction with their jobs. Feeling adequately rewarded for their efforts is an important
aspect of job satisfaction.

4. Opportunities for promotions: Employees who perceive opportunities for career advancement within their
organization tend to have higher job satisfaction. Clear paths for growth and development can motivate employees
and increase their satisfaction levels.

5. Supervisors and managers: The quality of relationships with supervisors and managers significantly affects job
satisfaction. Supportive, communicative, and competent leaders who provide guidance and recognize employee
achievements contribute to a positive work environment.

6. Co-workers and office mates: Positive relationships with colleagues create a supportive and enjoyable work
atmosphere. Collaborative teamwork, mutual respect, and a sense of camaraderie contribute to job satisfaction.

7. Gender and race: Fair treatment and equal opportunities regardless of gender or race are essential for job
satisfaction. Inclusive workplaces that promote diversity and provide equal growth opportunities foster higher
levels of job satisfaction.

8. A Combination of All Factors: Overall, job satisfaction is influenced by a combination of these factors, and
organizations that prioritize employee well-being and create a positive work environment are more likely to have
satisfied and engaged employees.
 6.5 – Effects Of Job Satisfaction On Employees

1. Knowledge and intellectual capital are kept within the organization: When employees are satisfied with their jobs,
they are more likely to stay with the organization for a longer duration. This leads to the retention of valuable
knowledge and intellectual capital within the organization

2. Higher job commitment among employee: Job satisfaction fosters a sense of commitment among employees.
When employees are satisfied with their jobs, they are more dedicated and invested in their work. They are willing to
go the extra mile, take initiative, and contribute their best efforts to achieve organizational goals.

3. Better employee engagement: Job satisfaction is closely linked to employee engagement. Engaged employees are
enthusiastic, passionate, and deeply involved in their work. They feel connected to their organization's mission and
values, which leads to higher levels of productivity, creativity, and innovation

4. Organizational citizenship behavior (OCB): Job satisfaction is positively correlated with OCB. Satisfied
employees are more likely to engage in discretionary behaviors that go beyond their formal job requirements.

5. Reduced turnover: Job satisfaction helps in reducing employee turnover. Satisfied employees are more likely to
stay with the organization, reducing the need for frequent recruitment and training of new employees. This leads to
cost savings and a more stable workforce.

6. Time spent selecting and training new employees: When turnover is reduced due to higher job satisfaction, less
time and resources are needed for the selection and training of new employees. This allows organizations to focus
their efforts and resources on other strategic initiatives.

7. satisfied employees handle pressure at work better compared to dissatisfied employees: Satisfied employees are
better equipped to handle work pressure and stressful situations compared to dissatisfied employees.

8. Enhanced relationships with co-workers: Job satisfaction positively affects interpersonal relationships at work.
Satisfied employees tend to have better rapport, collaboration, and communication with their co-workers.

9 . Reduced stress levels and incidences of injury: Satisfied employees experience less job-related stress, leading to
improved mental and physical well-being. Lower stress levels also reduce the likelihood of workplace accidents and
injuries, as employees are more focused and attentive to their tasks.
 6.6 EXPRESSING JOB DISSATISFACTION AT WORK
*job dissatisfaction leads to employees behaving negatively.

6.6.1 BEING AGGRESSIVE IN COMMUNICATION AND INTERACTION

*People who are not happy tend to be rude and crude.When this occurs, it has a negative impact on the relationships between
employees.
Example : One of the employees of company XYZ sends wrong emails on employee relationships can be significant, as it can
lead to disrespectful behavior and potentially hurt or offend others.

6.6.2 PORTRAYING SELF -CENTERED BEHAVIOUR.

* Selfish behaviour, where people concentrate on their personal tasks without taking the organization's needs into account,
can be an indication of job dissatisfaction
Example : in a sales and marketing department at Syarikat Rumah Sdn. Bhd., senior marketing member Amanda refuses to
work on weekends, causing demotivation among other team members who must handle her workload. This selfish behavior
demotivates the team and hinders the organization's ability to achieve sales targets.

6.6.3 DISRESPECTING OFFICE MATES AND CO-WORKERS

* Office coworkers can be disrespected in a variety of ways, such as by publicly expressing their displeasure, ignoring team
duties, showing up late for meetings, not being prepared, and ignoring instructions from their manager or employer.
Example: Company XYZ is organising short discussions to talk about tomorrow's 60th anniversary celebration of the company.
Raju had been informed in advance, yet he came there late and didn't even apologise to all of them.

6.6.4 AVOIDING SOCIAL ACTIVITIES WITHIN THE OFFICE AND ORGANIZATION

* A good manager creates a relaxed environment by organizing social activities for employees, such as team-building exercises,
annual dinners, and birthday celebrations, to foster better communication and understanding.However, unhappy employees can
avoid such situations by claiming they have nothing to do with their jobs.
Example : A team from the company XYZ's marketing department decided to organise a potluck lunch with the other team
members. However, Sarah's health issues forced her to cancel her attendance at the potluck meal. Although Sarah is in good
health, she does not enjoy spending time with them, so she gave them a reason.

6.6.5 CRITICIZING IN AN UNPRODUCTIVE MANNER

* Not aware employees may become interested in the problems brought up by dissatisfied workers as a result of the frequent
criticism of management and discussion of their dissatisfaction with coworkers, supervisors, and unions.
Example : Wanda, a JMart employee, is dissatisfied with her recent bonus, revealing a junior employee received a larger amount,
leading to suspicion and negative feelings among colleagues.

6.6.6 BEING ABSENT FROM WORK OR TRUANTING

Unsatisfied employees may avoid work by avoiding work, citing excuses like headaches or traffic congestion. This burdens other
employees and burdens them with unfinished tasks. Unsatisfied employees may also engage in unrelated tasks during work hours.

6.6.7 LEAVING THE ORGANIZATION

* Dissatisfied employees may look for alternatives, quit, or even leave while receiving reduced pay. Job happiness is largely
influenced by independence and recognition. Employees who resign lose their skills and experience.
Example : Sarah decided to leave the company XYZ due to the lower salary, but she had more skills and experience.
 6.7 PROVIDING MEANING AND JOY AT WORK

6.7.1 ENSURE JOB MATCH EMPLOYEE PERSONALITY

►The hiring team makes sure candidates have the skills and personality required for the role throughout the entry-
level interview process, promoting long-term work fulfilment and happiness.
6.7.2PROVIDE GUIDANCE AND TRAINING
►Both business owners and employees must change with changing customer needs and market opportunities,
with managers and leaders providing the required training and direction.
6.7.3 PROMOTE A HEALTHY WORK CULTURE
►Employees can express opinions and feel valued when there is a positive work environment that encourages
collaborative teaming, information sharing, non-work help, and a family-like attitude.
6.7.4 ALLOW WORK AUTONOMY
►Employees' freedom and discretion at work promotes responsibility, job happiness, and trust in the skills and
contributions of the organisation.
6.7.5 ENCOURAGE TWO -WAY COMMUNICATION
►Managers and leaders should encourage two-way communication so that staff members can express their
complaints and issues. This will help leaders to collect feedback for organisational progress.
6.7.6PROVIDE CAREER DEVELOPMENT AND JOB SECURITY
►Employees want to see their professional development and journey, and a clear career path is necessary for
building loyalty and drive.

1.Increased Productivity
2.Employee Turnover
3.Increased Motivation
4.Higher Profitability
5.Positivity in the workplace
6.8 IMPORTANCE OF 6.Reduced absences
HAVING SATISFIED 7.Better Innovation
WORKERS 8.Better Customer Service
9.Employee Attitude