Employee satisfaction and commitment

• Job satisfaction is the attitude an employee has toward her job
• Organizational commitment is the extent to which an employee identifies with and is involved with an organization.
• For employees who have strong, consistent beliefs about their level of job satisfaction (called affective-cognitive consistency), the relationship between job satisfaction and performance is much stronger than it is for employees whose job satisfaction attitudes are not so well developed
• 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.
• Individual difference theory postulates that some variability in jobsatisfaction is due to an individual’s personal tendency across situationsto enjoy what she does.
• four personality variables are related to people’s predisposition to be satisfied with their life and jobs: emotional stability, self-esteem, self-efficacy (perceived ability to master their environment), and internal locus of control (perceived ability to control their environment).
• Needs/supplies fit is the extent to which the rewards, salary, and benefits received by employees are perceived to be consistent with their efforts and performance.
• Social information processing theory, also called social learning theory, postulates that employees observe the levels of motivation and satisfaction of other employees and then model those levels
• Confederates two experimenters pretending to be other subjects.
• 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 atone 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 makemore complex decisions.
• Task enlargement they are given more tasks of the samedifficulty level to perform.
• job enrichment the employee assumes more responsibility over the tasks.
• Job Diagnostic Survey measure the extent to which these characteristics are present in a given job
• quality circles or self-directed teams employees meet as a group to discuss and make recommendations about work issues
• Faces Scale by Kunin which is easy to use, it is no longer commonly administered partly because it lacks sufficient detail, lacks construct validity, and because some employees believe it is so simple that it is demeaning.
• Job Descriptive Index consists of 72 job-related adjectives and statements that are rated by employees. The scales yield scores on five dimensions of job satisfaction: supervision, pay, promotional opportunities, coworkers, and the work itself.
• Minnesota Satisfaction Questionnaire which was developed by Weiss, Dawis, England,and Lofquist contains 100 items that yield scores on 20 scales.
• Job in General Scale is useful when an organization wants to measure the overall level of job satisfaction.
• Nagy Job Satisfaction Scale which includes per facet: one asking how important the facet is to the employee and the other asking how satisfied the employee is with the facet.
• Allen and Meyer survey measures an organizational commitment which has 24 items, 8 each for the 3 factors of affective, continuance, and normative commitment.
• Organizational Commitment Questionnaire is a 15-item questionnaire developed by Mowday, Steers, and Porter 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 a nine-item survey developed by Balfour and Wechsler that measures three aspects of commitment: identification, exchange, and affiliation
• custom-designed inventories an organization can ask employees questions specific to their organization.
• Absenteeism when employees are dissatisfied or not committed to the organization, they are more likely to miss work and leave their jobs than are satisfied or committed employees
• Paid Time Off Program or paid-leave bank with this style of program, vacation, personal, holiday, and sick days are combined into one category-paid time off.
• Embeddedness is the extent to which employees have links to their jobs and community, the importance of these links, and the ease with which these links could be broken and reestablished elsewhere.
• Counterproductive Behaviors employees who are unhappy with their jobs miss work, are late to work, and quit their jobs at higher rates than employees who are satisfied with their jobs and are committed to the organization
• Employees who engage in Organizational Citizenship Behaviors are motivated to help the organization and their coworkers by doing the “little things” that they are not required to do.