OB- Attitudes and Job Satisfaction

Customer Satisfaction

- For employees with regular customer contact - Satisfied employees and managers appear to increase satisfaction and loyalty. - Employee and customer satisfaction are reciprocally related and the inward effect of customer satisfaction on employee satisfaction might be stronger than the employee-customer relationship

voice response

addresses conflict directly and attempts to resolve it

Job Satisfaction

positive feeling about a job resulting from an evaluation of its characteristics

4. Corporate Social Responsibility (CSR)

- An organization's commitment to corporate social responsibility (CSR), or its self-regulated actions to benefit society or the environment beyond what is required by law, increasingly affects job satisfaction - CSR is good for the planet and good for the people - Relationship between CSR and job satisfaction is strong for millennial - the next generation of employees is seeking out employers that are focused on the triple bottom line: people, planet, and revenue - However, not all employees find value in CSR - Organizations need to address a few person's job satisfaction, yet participation for all employees is sometimes expected. o Some organization require employees to contribute in a prescribed manner - pressuring people to go "above and beyond" in ways that are not natural for them can burn them out for future CSR projects and lower their job satisfaction o CSR measures can seem disconnected from the employee's actual work, providing no increase in job satisfaction - CSR is a needed, positive trend of accountability and serving

Job performance

- Happy workers are more likely to be productive workers

1. Job conditions

- Interesting jobs that provide training, variety, independence, and control satisfy most employees - Interdependence, feedback, social support, and interaction with coworkers outside the workplace are also strongly related to job satisfaction - Managers also play a big role on job satisfaction

Life satisfaction

- Job satisfaction is positively correlated with life satisfaction, and your attitudes and experiences in life spill over into your job approaches and experiences.

Managers often "don't get it"

- Many managers are unconcerned about employee job satisfaction - others overestimate how satisfied employees are, so they don't think there is a problem when there is. - Regular survey can reduce gaps between what managers think employees feel and what they really feel

Job Attitudes

- OB focuses on a very limited number of attitudes that form positive or negative evaluations that employees hold about their work environment: Job satisfaction, job involvement, and organizational commitment.

Organizational Citizenship Behavior (OCB)

- OCBs includes people talking positively about their organizations, helping others, and going beyond the normal expectations of their jobs. - Evidence suggests job satisfaction is moderately correlated with OCB: people who are more satisfied with their jobs are more likely to engage in citizenship behavior - Why does job satisfaction lead to OCS? Trust! - Managers reciprocate employees OCB with trusting behaviors of their own - Individuals who feel that their coworkers support them are also more likely to engage in helpful behavior than those who have antagonistic coworker relationships - Personality matters too!

3. Pay

- Pay does correlate with job satisfaction and overall happiness for many people, but the effect can be smaller once an individual reaches a standard level of comfortable living - Money does motivate people, but what motivates us is not necessarily the same what makes us happy

2. Personality

- People who have a positive core self-evaluation (CSE) - who believe in their inner worth and basic competence - are more satisfied with their jobs than people with negative CSEs.

Counterproductive Work Behavior (CWB)

- Substance abuse, stealing at work, undue socializing, gossiping, absenteeism, and tardiness - Termed deviant behavior in the workplace, or simply employee withdrawal - CWB does not just happen - the behavior often follows negative and something long-standing attitudes. - Job dissatisfaction predicts CWB - people who are not satisfied with their work become frustrated which lowers their performance and makes them more prone to CWB - CWB can also be a response to abusive supervision from managers, which then increases the abuse, thus starting the vicious cycle. - Dissatisfied employees often choose one or more of these specific behaviors due to idiosyncratic factors - one worker might quit, another might use work time to surf the internet or take work supplies home for personal use - Employees should seek to correct the source of the problem - the dissatisfaction - rather than try to control the different responses. CWB is sometimes an emotional reaction to perceived unfairness, a way to try restore an employee's

cognitive dissonance

-Any incompatibility between two or more attitudes or between behavior and attitudes People seek a stable consistency among their attitudes and between their individuals therefore attempt to reduce or minimize. When there is dissonance, people alter either their attitudes or behavior to minimize the dissonance, or they develop rationalization for discrepancy - The most powerful moderators of the attitude-behavior relationship are the importance of the attitude, its correspondence to behavior, its accessibility, the presence of social pressures.

The desire to reduce dissonance depends on three factors:

1. Importance of the elements creating dissonance 2. The degree of influence we believe we have over the elements 3. The rewards of dissonance; high rewards accompanying high dissonance tend to reduce tension inherent in the dissonance

What causes Job satisfaction?

1. Job conditions 2. Personality 3. Pay 4. Corporate Social Responsibility (CSR)

Outcomes of Job Satisfaction

1. Job performance 2. Organizational Citizenship Behavior (OCB) 3. Customer Satisfaction 4. Life satisfaction

Turnover

1. Relationship between job satisfaction and turnover is stronger than between satisfaction and absenteeism. - Turnover also has a workplace environment connection - if the climate within an employee's immediate workplace is one of low job satisfaction leading to turnover, there will be a contagion effect - When employees have high "human capital", job dissatisfaction is more likely to translate into turnover because they have, or perceive, many available alternatives

Absenteeism

1. We find a consistent negative relationship between satisfaction and absenteeism, but the relationship is moderate to weak. a. Generally, when numerous alternative jobs are available, dissatisfied employees have high absence rates, but when there are few alternatives, dissatisfied employees have the same (low) rate of absence as satisfied à Organizations that provide liberal sick leave benefits are encouraging all their employees (including those who are highly satisfied) to take days off.

Employee Engagement

Employee's involvement with, satisfaction with, and enthusiasm for the work he/she does. - Evaluation: employees have access to resources and opportunities to learn new skills, whether they feel their work is important and meaningful, and whether interactions with coworkers and supervisors are rewarding. - Employee engagement is moderately related to employee and organizational performance

Organizational Commitment

Identifies with his or her organization and its goals and wishes to remain a member. Emotional attachment to an organization and belief in its values is the gold standard for employee commitment

Perceived Organizational Support (POS)

Is the degree to which employees believe that the organization values their contributions and cares about their well-being. - POS is a predictor, but there are some cultural influences. - POS is important in countries where the power distance (the degree to which people in a country accept that power in institutions and organizations is distributed unequally) is lower- people are more likely to view work as an exchange than as a moral obligation

Are these job attitudes all that distinct?

There is some distinctiveness among attitudes, but they overlap greatly for various reasons, including the employee's personality.

Cognitive component:

a description of or belief in the way things are. It sets the stage for the more critical part of an attitude (e.g. My pay is low)

The-exit-voice-loyalty-neglect framework

a framework that captures most of the possible responses to a negative work event 1. Exit 2. Voice 3. Loyalty 4. Neglect

How satisfied are people in their jobs?

a. Can remain consistent over time b. Economic conditions tend to influence job satisfaction rates c. There are some cultural difference in job satisfaction

Job satisfaction and job involvement

a. Job satisfaction: a positive feeling about a job resulting from an evaluation of its characteristics b. Job involvement: the degree to which people identify psychologically wit their jobs and consider their perceived performance levels important to their self-worth. c. Psychological empowerment: beliefs in the degree to which they influence their work environment, their competencies, the meaningfulness of their job, and their autonomy

Measuring Job Satisfaction (Two methods)

a. Single global rating (response to "how satisfied are you with your job - scala) b. Summation of job facets (more sophisticated, it identifies key elements in a job such as the type of work, skills needed, supervision, present pay etc)

Attitudes

are evaluative statements - either favorable or unfavorable - about objects, people, or events. They reflect how we feel about something. When we say "I like my job", you are expressing your attitude about your work. Three components: 1. Cognition 2. Affect 3. Behavior

Behavioral component

describes an intention to behave a certain way toward someone or something e.g. "I'm going to look for another job that pay better" In organization, attitudes are important for their behavioral component

exit response

directs behavior toward leaving the organization, including looking for a new position as well as resigning

Affect component

is the emotional or feeling segment of an attitude reflected in the statement e.g. "I am angry over how little I'm paid"

neglect response

passively allows conditions to worsen and includes chronic absenteeism or lateness, reduced effort, and increased error rate

loyalty response

passively but optimistically waiting for conditions to improve, including speaking up for the organization in the face of external criticism and trusting the organization and its management to "do the right thing"