Job Satisfaction by a2KGTO


									Attitudes and Emotions

   Attitudes are judgments
   Emotions are experiences
   We feel emotions
   We think about attitudes
   We experience most emotions
   Many attitudes last a long time
  Model of Attitudes and Behavior


Attitude                 Emotional
           Feelings      Episodes


Job Satisfaction – What is it?

   A person’s evaluation of his/her job
    and work context. A collection of
    attitudes about specific facets of the
   85% of American’s report they have
    been satisfied with their jobs for the
    last 10 years.
Measures of Job Satisfaction

   General or Global Job Satisfaction
       How satisfied are you with your current
   Facet Satisfaction:
    Satisfaction with Pay, Benefits,
    Supervision, Co-workers, The Job
    Itself, Promotional Opportunities,
              Job Satisfaction
   Employee job satisfaction is both a
    function of the person and the job
   Person – characteristics like education,
    work experience, age, expectations,
    negative or positive disposition can affect
    job satisfaction
   Job Environment – management style or
    leadership, autonomy, work tasks, social
    support, the design of the job etc.
Theories of Job Satisfaction
   Fulfillment theory – receiving more
    of something on the job is better
   Discrepancy theory – the perceived
    gap between what one wants from
    the job and what one perceives it is
   Equity theory – perceived equity in
    the employee’s outcome/input ratio
    compared to others
Theories of Job Sat. Con’t

   Intrinsic/Extrinsic – intrinsic sources
    originate within the employee and
    have psychological value (i.e.,
    challenging work, recognition, sense
    of accomplishment etc.) Extrinsic
    sources originate outside of the
    employee (i.e., working conditions,
    relationships with co-workers,
    supervisors etc.)
Job Satisfaction and Behavior

Job dissatisfaction increases
 turnover, absenteeism, theft
Weak to moderate association
 with job performance
     Why isn’t this stronger?
Satisfaction - Performance

   General attitudes (job sat.) don’t
    predict specific performance
    behaviors very well. Dissatisfied
    employees can still put out effort
    and work productively while
    complaining, looking for another job
    or waiting for something to be
Satisfaction - Performance

   Job Performance leads to Job
    satisfaction but only when
    performance is linked to valued
    rewards. Higher performers receive
    more rewards, consequently they
    are more satisfied.
   Many organizations don’t reward
    good performance
Satisfaction - Performance

   Job satisfaction might influence
    motivation but this isn’t real
    predictive of actual performance.
   The job sat. --->performance
    relationship is strongest when
    employees have control at work and
    more freedom.
Organizational Commitment

    Affective commitment
        Emotional attachment to,
         identification with, and
         involvement in an organization

    Continuance commitment
        Belief that staying with the
         organization serves your
         personal interests – too costly to
Commitment is Related to

   Turnover
   Absenteeism
   Customer Satisfaction
   Competitive Advantage
   Work Motivation
   Organizational Citizenship
Possible Negative Consequences of
Continuance Commitment

   Low-cost loans, stock options,
    deferred bonuses may tie
    employees to the company
   Continuance commitment is not
    necessarily loyalty
Building Organizational

    Maintain fairness, values, and
    Provide some job security
    Support organizational
     comprehension - communicate
    Involve employees in decisions
    Build trust

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