I/O PSY CHAP 10

• Job satisfaction


  The attitude employees have toward their jobs
• Organizational commitment


  The extent to which an employee identifies with and is involved with an organization
• Affective-Cognitive Consistency


  Employees who have a strong, consistent beliefs about their level of job satisfaction
• Affective commitment


  The extent to which an employee wants to remain with an organization and cares about the organization
• Continuance commitment


  The extent to which employees believe they must remain with an organization due to the time, expense, and effort they have already put into the organization
• Normative commitment


  The extent to which employees feel an obligation to remain with an organization
• Antecedent


  Influence job satisfaction and commitment is our personal predisposition to be satisfied
• Individual-Difference Theory


  • Some variability in job satisfaction is due to an individual personal tendency across situations to enjoy what she does
• 3 areas of Individual Difference Theory

  • Genetic Predisposition
  • Core self-evaluation
  • Life satisfaction
• Genetic Predisposition


  Genetically determined, 30% of job satisfaction appears to be explainable by genetic factors, does not mean there is a "job satisfaction gene", inherited personality traits such as negative affectivity are related to our tendency to be satisfied with the job
• Core self-evaluation


  Series of personality variables appear to be related to job satisfaction: Emotional Stability, Self esteem, Self-Efficacy, External locus of control
• Discrepancy Theory


  Employee expectations are not met, the results are lower job satisfaction, decreased organizational commitment, and increased intent to leave the organization - "met expectation" theory
• Factors that determine if the employee is a good fit with the job and the organization

  • Vocation
  • Job-particular tasks
  • Organization
  • Coworkers
  • Needs/Supplies
  • Supervisor
• Internal locus of control


  The extent to which people believe that they are responsible for and in control of their success or failure in life
• Social information processing theory


  States that employees model their levels of satisfaction and motivation from other employees
• Social learning theory


  States that employees model their levels of satisfaction and motivation from other employees
• Equity theory


  A theory of job satisfaction stating that employees will be satisfied if their ratio of effort to reward is similar to that of other employees
• Organizational justice


  A theory that postulates that if employees perceive they are being treated fairly, they will be more likely to be satisfied with their jobs and motivated to do well
• Distributive justice


  The perceived fairness of the decisions made in an organization
• Procedural justice


  The perceived fairness of the methods used by an organization to make decisions
• Interactional justice


  The perceived fairness of the interpersonal treatment that employees receive in an organization
• Job rotation


  A system in which employees are given the opportunity to perform several different jobs in an organization
• Job enlargement


  A system in which employees are given more tasks to perform at the same time
• Knowledge Enlargement


  Employees are allowed to make more complex decisions
• Task Enlargement


  Employees are given more tasks of the same difficulty level perform
• Job enrichment


  A system in which employees are given more responsibility over the tasks and decisions related to their job
• Job characteristics theory


  The theory proposed by Hackman and Oldham that suggests that certain characteristics of a job will make the job more or less satisfying, depending on the particular needs of the worker
• Job Diagnostic Survey (JDS)


  A measure of the extent to which a job provides opportunities for growth, autonomy, and meaning
• Individual Differences Theories


  Each of us brings to a job an initial tendency to be satisfied with life and its various aspects such as work
• Discrepancy Theories


  Will remain satisfied with our job if it meets our various needs, wants, expectations and values
• Intrinsic satisfaction theory and job characteristics theory


  Will be more satisfied with our jobs if the tasks themselves are enjoyable to perform
• Self-Directed teams/ Quality circles


  Employee groups that meet to propose changes that will improve productivity and the quality of work life
• Faces Scale


  A measure of job satisfaction in which raters place a mark under a facial expression that is most similar to the way they feel about their jobs
• Job Descriptive Index (JDI)


  A measure of job satisfaction that yields scores on five dimensions
• Minnesota Satisfaction Questionnaire (MSQ)


  A measure of job satisfaction that yields scores on 20 dimensions
• Job in General (JIG) Scale


  A measure of the overall level of job satisfaction
• Nagy Job Satisfaction Scale


  2 questions per facet: one asking how important the facet is to the employee and the other asking how satisfied the employee is with the facet
• Organizational Commitment Questionnaire (OCQ)


  A 15-item questionnaire developed by Mowday, Steers, and Porter (1979) to measure three commitment factors: acceptance of the organization's values and goals, willingness to work to help the organization, and a desire to remain with the organization
• Organizational Commitment Scale (OCS)


  A nine-item survey developed by Balfour and and Wechsler (1996) that measures three aspects of commitment: identification, exchange, and affiliation
• Consequences of dissatisfaction and other negative work attitudes

  • Absenteeism
  • Turnover
  • Counterproductive behaviors
  • Lack of Organizational Citizenship behaviors