PART 4 LESSON JOB SATISFACTION AND ORGANIZATIONAL COMMITMENT

• 3 MOTIVATIONAL FACETS OF ORGANIZATION COMMITMENT

  Affective Commitment

  Continuance Commitment

  Normative Commitment
• AFFECTIVE COMMITMENT 


  an employee wants to remain with the organization, cares about the organization and is willing to exert efforts on its behalf.
• Continuance Commitment


  an employee believes she must remain with the organization due to the time, expense, and effort that she has already put into it or the difficulty she would have in finding another job.
• Normative Commitment 


  an employee feels obligated to the organization and as a result of this obligation, they must remain with the organization.
• INDIVIDUAL DIFFERENCE THEORY 


  postulates that some variability in job satisfaction is due to an indivudual's personak tendency across situations to enjot what she does.
• Job satisfaction and commitment are influenced by personal predispositions.
• Individual Differences that Affect Job Satisfaction

  Individual Difference Theory

  Genetic Predispositions

  Core Self Evaluations and Intelligence

  Culture
• Four Key Personality Variable Related to Job Satisfaction

  Emotional Stability - people who are more stable tend to be satisfied with their jobs

  Self-Esteem - individuals with high self esteem are more likely to experience job satisfaction

  Self-Efficacy - a sense of competency and the ability to master their environment boosts job satisfaction

  External Locus of Control - those who feel they have control over their environment (internal locus of control) report higher satisfaction.
• Discrepancy Theory 


  if there is a discrepancy between tthese needs, values, and expectations and the reality of the job, employees will become dissatified and less motivated, the importance of ensuring not only that applicabts have realistic job expectations but that any promises made to the employees must be kept, it means remaining satisfied with our job if it meets our needs. wants, expectations etc.
• Social Information Processing Theory

  also known as social learning theory, teh employees observe the levels of motivations and satisfaction of other employees and then model those levels, research pn social information processing theory supports the idea that social environment does have an effect on employee's attitudes and behaviors.
• Equity Theory

  a theory based on the premise that our levels of job satisfaction and motivation are related to how fairly we believe we are treated in comparison with other.
• Distributive Justice


  is the perceived fairness of the actual decisions made in an organization, procedural justice is the perceived fairness of the methods used to arrive at the decision.
• Interactional Justice 


  the perceived fairness of the interpersonal treatment employees receive.
• Common ways to help satisfy employee self-actualization needs

  Job Rotation

  Job Enlargement

  Job Endichment
• Intrinsic Satisfaction Theory and Job Characteristics Theory

  we will be more satisfied with our job if the tasks themselves are enjoyable to perform.