Chapter 10: Job Attitudes (4522)

Job Descriptive Index (JDI)

a method used for the measurement of job satisfaction, most frequently used, best validated five dimensions: 1. satisfaction with type of work 2. pay 3. promotion opportunities 4. supervision 5. coworkers (and overall)

Organization-Based Self-Esteem (OBSE)

a measure of how valuable employees view themselves as organization members

Minnesota Satisfaction Questionnaire

a method used for the measurement of job satisfaction; based on the theory of work adjustment contains 100 items on 20 facets; also a short form of 20 items

Faces Scale

a method used for the measurement of job satisfaction; measures affective component, used to measure overall satisfaction can be used in many situations, nonverbal

Job Diagnostic Survey (JDS)

a method used for the measurement of job satisfaction; measures satisfaction as a function of: -pay -security -social factors -supervision -growth (and overall)

Job Characteristics (Job Satisfaction Antecedent)

consistent relationship between employee perceptions of job characteristics and job satisfaction: 1. skill variety 2. task identity 3. task significance 4. autonomy 5. job feedback 6. stress and workload (meta-analysis of this relationship ranged from .32 (task identity) to .46 (autonomy))

Job Involvement

extent to which employee is cognitively engaged in the job -moderates the effect of job insecurity on negative job attitudes, health problems, distress workaholics

Unfolding Model (Turnover Model)

hypothesizes 4 different paths to turnover; we focus on "shock to the system" shock to the system- turnover results from something like job transfer off/change in marital status, etc. and job satisfaction is completely irrelevant

Individual/Personal Characteristics (Organizational Commitment Antecedent)

individual differences lead to affective commitment: 1. age 2. job level (tenure usually leads to continuance commitment) 3. stress

Perceived Behavioral Control

individual's belief as to how easy/difficult performance of the behavior is likely to be even if employee intends to exhibit the behavior, if he perceives he cannot do so because of a lack of control, he will not -this is a step beyond expectancy

Subjective Norm

individual's perception of the social pressures to perform or not perform a particular behavior

Organizational Commitment Components (Meyer & Allen)

-affective commitment -continuance commitment -normative commitment

Antecedents of Job Satisfaction

-job characteristics -individual/personal characteristics -social factors -growth opportunities

Additional Job Attitudes

-job involvement and work centrality -perceived organizational support -emotions at work

Antecedents of Organizational Commitment

-organizational mechanisms -individual/personal characteristics -social factors

Consequences of Job Satisfaction

-performance -withdrawal behaviors -counterproductive behaviors

Consequences of Organizational Commitment

-performance -withdrawal behaviors -counterproductive behaviors

Importance of Job Attitudes

-they influence work behavior -improving job attitudes is a desirable goal -they can help us understand the complexities of work and nonwork life

Withdrawal Behaviors (Organizational Commitment Consequence)

1. absenteeism- continuance commitment does not seem related 2. lateness 3. turnover- affective commitment is related

Withdrawal Behaviors (Job Satisfaction Consequence)

1. absenteeism- model of absenteeism 2. lateness- chronic lateness 3. turnover- can be good if ineffective employees leave; antecedents: -perceived ease of movement -perceived desirability of movement

Growth Opportunities (Job Satisfaction Antecedent)

1. promotion- employee's perception that there is potential to grow/advance 2. merit pay and benefits- "pay for performance" increases job satisfaction 3. work-family issues- negatively related to job satisfaction

Social Factors (Job Satisfaction Antecedent)

1. supervisor relationships 2. coworker relationships 3. role variables (social roles)- ambiguity negatively affects job satisfaction 4. organizational justice- perceptions of fairness affect attitudes, behaviors, and performance

Turnover Models

Griffeth: -job satisfaction--> thoughts of quitting--> quitting -job satisfaction--> attitude about quitting--> job search--> compare alternatives--> quitting Unfolding Model (Lee): "shock to the system" propels turnover

Attendance Model

PICTURE ON CARD; FLOWCHART

Framework for Job Satisfaction

antecedents--> Job Satisfaction--> Consequences

Counterproductive Behaviors (Job Satisfaction Consequence)

any behaviors that bring, or intend to bring, harm to an organization, its employees, or its stakeholders (theft, sabotage, aggression)

Work Centrality

degree of importance that work, in general, holds in an employees life -develops from socialization -related to affective commitment

Attitude

degree of positive or negative feeling a person has toward a particular person, place, or thing

Emotional Labor (Emotions at Work)

effort, planning, and control required by employees to express organizationally desired emotions during interpersonal interaction (customer service)

Affective Commitment

employee's emotional attachment to organization: -strong belief in organization's goals/values -willingness to exert effort on behalf of organization -strong desire to remain part of organization

Perceived Organizational Support (POS)

employee's global beliefs concerning the extent to which the organization values their contributions, cares about their well-being strongly related to other attitudes (satisfaction, commitment, turnover) negative relationship with "political" environment

Normative Commitment

employee's sense of moral obligation to continue employment with the organization

Performance (Job Satisfaction Consequence)

is a satisfied worker a productive worker? contextual performance (relationship with job satisfaction) is stronger than the task performance (job satisfaction relationship) -organizational citizenship behaviors

Organizational Mechanisms (Organizational Commitment Antecedent)

lead to affective commitment: 1. socialization 2. logos, insignias, programs for families 3. newsletters 4. rewards systems

Counterproductive Behaviors (Organizational Commitment Consequence)

likely relationship between frustration and lack of commitment; little research done

Social Factors (Organizational Commitment Antecedent)

organizational support is one of the strongest predictors of affective and normative commitment 1. coworker relationships 2. participation and social interaction 3. role variables 4. supervisory relationships

Job Satisfaction Measurement (Traditional)

overall statement: "in general, I like my job"

Job Satisfaction

pleasurable, positive emotional state resulting from the cognitive appraisal of one's job or job experiences (Locke) -stems from perception that our jobs are fulfilling

Individual/Personal Characteristics (Job Satisfaction Antecedent)

some people tend to be satisfied with their jobs over the course of their careers while others are dissatisfied: 1. affective disposition- tendency to respond to classes of environmental stimuli in predetermined affect-based ways 2. genetics- twin studies 3. self-esteem/core self-evaluations- related to both job and life satisfaction; organization-based self esteem is strongly related to job satisfaction

Continuance Commitment

sunk costs associated with leaving fuel employee's commitment to organization

Theory of Planned Behavior

the determinants of an action are one's intentions to perform the action attitudes and subjective norms affect intentions, which in turn affect behaviors

Organizational Commitment

the relative strength of an individual's identification with involvement in a particular organization organizational commitment-job satisfaction relationship is moderate suggested that commitment is broader and more stable than job satisfaction

Performance (Organizational Commitment Consequence)

tough to find a strong direct relationship 1. task 2. contextual relationship with contextual performance appears to be consistently related to affective commitment; less so with normative and continuance commitment

Job Satisfaction Measurement (Recent)

usually a survey focusing on specific facets of satisfaction with pay, supervisor, etc. may be useful in diagnosing organizational problems or developing interventions

Emotion Regulation (Emotion at Work)

ways in which individuals monitor their emotions -amplification- faking/exaggerating pleasant emotion (can lead to satisfaction) -suppression- hiding displays of felt emotions such as anger/jealousy (can lead to dissatisfaction)

Emotional Dissonance (Emotions at Work)

when employees' true feelings are different from the emotions they project on the job related to high levels of stress, burnout importance of person-organization fit