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.