BUAD 304 Chapter 2 (Part 2)

1) accounting/financial performance 2) Customer service/satisfaction

2 factors on the organizational level

1) motivation 2) Job involvement 3) withdrawal cognitions 4) Perceived Stress

4 factors under attitudes that affect job satisfaction

1) Job Performance 2) organizational Citizenship Behavior 3) Counterproductive work behavior 4) turnover

4 factors under behavior

1) Need fulfillment 2) met expectations 3) equity 4) value attainment 5) Dispositional/genetic components

5 models of job satisfaction

Needs

Are physiological or psychological deficiencies that arouse behavior.

Equity theory

Builds on the notion that satisfaction rests on how "fairly" an individual is treated at work.

yes

Can financial incentives backfire?

Withdrawal Cognitions

Capture this though process by representing an individual's overall thoughts and feelings about quitting. Most people think about quitting first.

Job Satisfaction

Is an affective or emotional response toward various facets of your job. Not monolithic, you can like and dislike different parts of your job.

Organizational Citizenship behavior

Is defined as "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.

Value attainment

Is that satisfaction results from the perception that a job allows for fulfillment of an individual's important values.

Perceived Organizational Support

Reflects the extent to which employees believe their organization values their contributions and genuinely cares about their well-being.

Met Expectations

Represent the difference between what an individual expects to receive from a job, such as good pay or promotional opportunities, and what she or he actually received

Job Involvement

Represents the extent to which an individual is personally engaged in his or her work role.

1) Attitudes 2) Behavior 3) Organizational Level

What are the 3 levels of job satisfaction?

Telecommuting

allows employees to do all or some of their work from home, using advanced telecommunications technology and internet tools to send work electronically from home to the office, and vice versa.

Counterproductive Work Behavior

harms other employees, the organizational as a whole, and/or organizational stakeholders such as customers and shareholders.

Spillover effect

occurs when attitudes in one part of our lives spill into another. Employee's positive work attitudes might spill over to improve their behaviors towards customers.