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Chapter 4

MGHB02H3 Chapter Notes - Chapter 4: Job Satisfaction, Grou, Ob River


Department
Management (MGH)
Course Code
MGHB02H3
Professor
Brian Connelly
Chapter
4

Page:
of 3
Values, Attitudes and Work Behaviour
Attitude: A fairly stable evaluative tendency to respond consistently to some specific object, situation,
person or category of people (i.e., attitudes involve evaluations directed toward specific targets)
Attitudes influence behaviour toward some object, situation, person or group
Belief + Value = Attitude Behaviour
Job Satisfaction: A collection of attitudes that workers have about their job
Attitudes maybe about work itself, compensation, career opportunities, recognition, benefits, work-
ing conditions, supervision, co-workers and organizational policy
What Determines Job Satisfaction
1) Discrepancy in job satisfaction for two people with of the same position is because of differences in
belief
Discrepancy Theory of Job Satisfaction: A theory that job satisfaction stems from the discrepancy
between the job outcomes wanted and the outcomes that are perceived to be obtained
2) Fairness
Distributive Fairness: Fairness that occurs when people receive the outcomes they think they de-
serve from their jobs (i.e., the ultimate distribution of work rewards and resources)
Equity Theory: A theory that job satisfaction stems from a comparison of the input one invests
in a job and the outcomes one receives in comparison with the inputs and outcomes of another
people or group
My Outcomes = Others Outcomes
Note: Inputs consist of anything that individuals give up, offer or trade to their organization and out-
comes are factors that the organization distributes to employees in return for their inputs, such as pay,
career opportunities, supervision, the nature of work, etc.,
February 27, 2011 9:34 PM
W3:Ch4
My Inputs Others Inputs
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