MGMT 2103 Chapter 9
Attitudinal Outcomes of Job Satisfaction
-Motivation -Job involvement -Withdrawal cognitions -Perceived stress
Organizational Outcomes of Job Satisfaction
-Accounting/financial performance -Customer service/satisfaction
Ways to Keep Workers Happy
-Career and development opportunities for employees -Recognize good work Effective communication and listening -Allow for movement/exercise during the workday -Attractive and stimulating work environments -Give employees meaningful work -Empower employees
Situation Factors of Employee Engagement
-Job characteristics -Leadership -Organizational climate -Stressors
Behavioral Outcomes of Job Satisfaction
-Job performance -Organizational citizenship behavior (OCB) -Counterproductive work behaviors (CWB) -Turnover
Person Factors of Employee Engagement
-Personality -Positive psychological capital -Human and social capital
Feelings of Employee Engagement
-Urgency -Focus -Intensity -Enthusiasm
5 Models of Job Satisfaction
1. Need fulfillment 2. Met expectations 3. Value attainment 4. Equity/fairness 5. Dispositional/genetic components
Subjective Norm (TPB)
A social factor representing the perceived social pressure for or against the behavior.
Values
Abstract ideals that guide our thinking and behavior across all situations
Job Satisfaction
An affective or emotional response toward various facets of your job.
Withdrawal Cognitions
An individual's overall thoughts and feelings about quitting
Psychological Contracts
An individual's perception about the reciprocal exchange between him- or herself and another party
Self-transcendence
Concern for the welfare and interests of others (universalism, benevolence), under the first bipolar dimension.
Counterproductive Work Behaviors (CWB)
Harms other employees, the organization, and stakeholders
Dispositional/Genetic Components
Hire employees with an appropriate disposition
Openness to Change
Independence of thought, action, and feelings and readiness for change (stimulation, self-direction) under the second bipolar dimension.
Organizational Citizenship Behavior (OCB)
Individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization - looking out for your comrades
Met Expectations
Meet expectations of employees about what they will receive from job
Equity/fairness
Monitor employees' perceptions of fairness and interact with them so they feel fairly treated
Ajzen's Theory of Planned Behavior
One's behavior beliefs influence their attitude towards a behavior, which affects how they decide to behave. Consists of attitude, intention, and behavior.
Conservation
Order, self-restriction, preservation of the past, and resistance to change (conformity, tradition, security), under the second bipolar dimension.
Cognitive Component of Attitude
Our beliefs or ideas about an object or situation
Affective Component of Attitude
Our feelings or emotions about a given object or situation
Attitudes
Our feelings or opinions about people, places, and objects and range from positive to negative
Self-enhancement
Pursuit of one's own interests and relative success and dominance over others (power, achievement), under the first bipolar dimension.
Value Attainment
Structure the job and its rewards to match employee values
Attitude (TPB)
The degree to which a person has a favorable or unfavorable evaluation of the behavior in question
Organizational Commitment
The extent to which an individual identifies with an organization and commits to its goals
Perceived Organizational Support (POS)
The extent to which employees believe their organization values their contributions and genuinely cares about their well-being.
Employee Engagement
The harnessing of organization members' selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performance.
Perceived Behavioral Control
The perceived ease or difficulty of performing the behavior, assumed to reflect past experience and anticipated obstacles.
Cognitive Dissonance
The psychological discomfort a person experiences when simultaneously holding two or more conflicting cognitions (ideas, beliefs, values, or emotions)
Behavioral Component of Attitude
The way we intend or expect to act toward someone or something
Schwartz's Value Theory
Theory that proposed that broad values motivate our behavior across any context, categorized into two bipolar dimensions.
Need Fulfillment
Understanding and meeting employees needs.
