How Attitude and Behavior Influence Organizational Commitment and Job Satisfaction

Posted on February 8, 2012 by Katherine Razzi

The relationship between attitude and behavior has a strong impact on the relationship between job satisfaction and organizational commitment. The relationship between attitude and behavior has been studied vastly and has been determined that the two exist on a continuum. Attitude and behavior also have moderators such as intention to change one’s attitude, which in turn changes one’s behavior. Attitude precedes behavioral action.
In terms of the relationship between job satisfaction and organizational commitment, there are several factors that can influence the relationship.

The first factor has to do with comparison levels. For example, I may be working at an organization and feel fairly committed to the organization as a whole, but not feel satisfied with the amount of pay that I receive for the work that I put into the job. Therefore, the balance between my behavior (organizational commitment) and my attitude (job satisfaction) are not in line with one another.

A second factor that influences the relationship between organizational commitment and job satisfaction has to do with the alternative options. This asks the question, “Is this organization the best for me? Or, can I do better?” In this example, the individual’s attitude toward his or her job may be satisfaction, but the individual may not feel committed to the organization. If the individual is not committed to the organization through behavior, the individual may begin to participate in counterproductive work behaviors because of the lack of commitment.

A third factor that influences the relationship between organizational commitment and job satisfaction has to do with the investment that one has placed in his or her job. An individual may feel that they have invested many years into working at an organization, but may not be happy at the organization. In this case, the individual may weigh whether or not it is a wise decision to leave the organization and risk possible consequences (losing retirement funds, promotions, seniority) or to stay at a job that one is not satisfied with.

All three of these factors have a significant role in whether or not our attitudes and behaviors will be in line with one another. If there is a discrepancy, cognitive dissonance is likely to occur. For example, the individual that is committed to their organization but not satisfied with his or her job may feel that the only way to elevate the experienced feeling of cognitive dissonance would be to leave the organization.

About Katherine Razzi

Katherine Razzi hails from the Midwest and holds a B.A. in Applied Behavioral Science from National-Louis University, Evanston Campus. Career-wise, Katherine has worked as a commercial artist for many years up until she received her degree from NLU. Coursework includes intense studies in cultural diversity, management, organizational dynamics, morals and ethics, group interaction, and psychology. Working at TNS Employee Insights has given Katherine the best of both worlds where she can be of service with her vast experience as a graphic artist, and her education, topped off with plenty of life experience. Aside from creating paper surveys, Katherine now enjoys writing blogs and other marketing collateral for TNS Employee Insights.

What Others Are Saying

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  2. aheto November 19, 2013 at 7:56 pm

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