chapter 10

• Affective commitment is the extent to which an employee wants to remain with the organization, cares about the organization, and is willing to exert effort on its behalf
• Continuance commitment is the extent to which 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 is the extent to which an employee feels obligated to the organization and, as a result of this obligation, must remain with the organization.
• 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 is the perceived fairness of the interpersonal treatment employees receive
• Job rotation, the employee is given the same number of tasks to do at one time, but the tasks change from time to time
• Job enlargement, an employee is given more tasks to do at one time
• Knowledge enlargement, employees are allowed to make more complex decisions.
• Task enlargement, they are given more tasks of the same difficulty level to perform.
• Job enrichment, the employee assumes more responsibility over the tasks.
• Enriched jobs allow a variety of skills to be used, allow employees to complete an entire task (e.g., process a loan application from start to finish) rather than parts of a tas
• Quality circles, employees meet as a group to discuss and make recommendations about work issues.
• Faces Scale. One of the first methods for measuring job satisfaction. Lacks sufficient detail, lacks construct validity, and because some employees believe it is so simple that it is demeaning.
• Job Descriptive Index (JDI) most commonly used scale today. Consists of a series of job-related adjectives and statements that are rated by employees.
• Job in General (JIG) Scale. Measure the overall level of job satisfaction rather than specific aspects
• The Allen and Meyer survey has 24 items, eight each for the three factors of affective, continuance, and normative commitment
• Organizational Commitment Questionnaire - 15-item questionnaire. 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 : A nine-item survey. Measures three aspects of commitment: identification, exchange, and affiliation.
• Custom-Designed Inventories - is that an organization can ask employees questions specific to their organization
• Absenteeism when employees are dissatisfied or not committed to the organization
• Financial incentive programs use money to reward employees for achieving certain levels of attendance.
• Recognition Programs. Formal recognition programs provide employees with perfectattendance certificates, coffee mugs, plaques, lapel pins, watches, and so forth.
• Cost of Turnover employees with low job satisfaction and low organizational commitment are more likely to quit their jobs and change careers than are employees with high job satisfaction and high organizational commitment
• Reducing Turnover The first step in reducing turnover is to find out why your employees are leaving. Better communication between employees and management might prevent the ultimate decision to leave
• Unavoidable Reasons. Unavoidable turnover includes such reasons as the job transfer of a spouse, employee illness or death, or family issues
• Advancement. Employees often leave organizations to pursue promotions or better pay
• Unmet Needs. If an employee has a need for appreciation and recognition that is not being met by the organization
• Escape. A common reason employees leave an organization is to escape from people, working conditions, and stress.
• Unmet Expectations. Employees come to an organization with certain expectations about a variety of issues
• Embeddedness is described as the extent to which employees have links to their jobs and community
• Counterproductive behaviors - Behaviors aimed at individuals include gossip, playing negative politics, harassment, incivility, workplace violence, harassment, and bullying
• Employees typically leave there job for these reasons: Unavoidable reasons, unmet needs, advancement, escape and unmet expectations
• Core Self-Evaluations people prone to be satisfied with their jobs and with life in general have high self-esteem and a feeling of being competent, are emotionally stable, and believe they have control over their lives
• job satisfaction — the attitude an employee has toward her job
• organizational commitment — the extent to which an employee identifies with and is involved with an organization
• affective-cognitive consistency — the relationship between job satisfaction and performance is much stronger for employees who have strong, consistent beliefs about their level of job satisfaction compared to those whose job satisfaction attitudes are not so well-developed
• individual difference theory — some variability in job satisfaction is due to an individual’s personal tendency across situations to enjoy what she does; certain types of people will generally be satisfied and motivated regardless of the type of job they hold
• psychological contracts = promises and obligations to an employee
• social information processing theory — employees model their levels of satisfaction from other employees