chapter 10- job attitudes
promoting job satisfaction
1. Pay people fairly (Equity Theory) 2. Improve quality of supervision 3. Decentralize control of power 4. Match people's interests to job
consequences of low job satisfaction
1. Turnover is higher (r = -.30 to -.40) 2. Absenteeism is higher (r = -.15 to -.25) 3. Performance is lower (r = + .17 to +.30) 4. Accidents increase 5. Personal health decreases (due to stress) 6. Unionization efforts increase 7. Stock prices are lower
work politics
1. various forms (e.g. budgeting game, expertise game, rival camps game) 2. understanding political skill (4 attributes- social astuteness, interpersonal influence, building networks and forming coalitions, and projected virtue) 3. how others respond- may lead to wanting to leave organization
dominant values in today's work force
"greatest generation" 1930-46, entered work force 46-late50s. values= hard work, conservative, loyalty to the organization mv- adherence to rules/tradition, discipline, hard work, loyalty, respect for authority baby boomers 1946-1964, entered work force 60s-70s values= quality of life, nonconforming, seeks autonomy, loyalty to self mv- anti-war/gov, loyalty to kids, personal growth, lack of trust in traditionalists, team oriented, workaholics Generation X 1965-76, entered work force late 70s to 90s values= success, achievement, ambition, hard work, loyalty to career and relationships mv- work life balance, entrepreneurial, practical, lack of org loyalty, informal Generation Y/Millennials, 77-95/82-04, entered work force 90s-15, 02-20 values= mission or purpose they can believe in, being valued by the organization, flexible hours for leisure time, want mentoring and feedback mv- tolerant, consumers, optimism, diversity, self-confident
end of top tips
- Power o Fox's favorite part - know this by heart o Positional & personal powers o Influence tactics § Reason § Friendliness § Coalition § Bargaining § Assertiveness § Higher authority (appeal to) § sanctions
my legend michael's top tips !!
- Theories of motivation, especially: o Expectancy theory o McClelland' 3-need theory - needs for: § Power § Achievement § Affiliation o Self-determination § Extrinsic rewards remove intrinsic motivation - Leadership o Behavioral leadership § Task-oriented (initiating structure) § People-oriented (consideration) § Both are needed for good leadership
promoting organizational commitment
1. Enrich Jobs 2. Align Interests of Employees & Organization (PO Fit) 3. Staff Individuals Whose Values Match the Organization's
employees' rankings
1. Full appreciation of work done 2. Feeling of being "in" on things 3. Sympathetic help on personal problems 4. Job security 5. Good wages 6. Work that keeps you interested 7. Promotion and growth in the company 8. Personal loyalty to workers 9. Good working conditions 10. Tactful disciplining
supervisors rankings of morale factors
1. Good wages 2. Job security 3. Promotion and growth in the company 4. Good working conditions 5. Work that keeps you interested 6. Personal loyalty to workers 7. Tactful disciplining 8. Full appreciation of work done 9. Sympathetic help on personal problems 10. Feeling of being "in" on things
org commitment and other factors
.53 job satisfaction -.28 job turnover .67 conscientiousness .20 job performance
employee response to breaking psychological contract
1- voice 2- silence 3- retreat 4- destruction 5- exit
Herzberg's 2 factor theory
<-----hygiene factors: what would be a necessary but not sufficient condition for being motivated, lower portion of hierarchy. often lead to dissatisfaction -quality of supervision -pay -company policies -physical working conditions -relations with others -job security ----->motivating factors: self esteem and self actualization top of hierarchy, often lead to satisfaction -promotion opportunities -opportunities for personal growth -recognition -responsibility -achievement also;a. Locke's value theory (1984) a. Higher satisfaction if rewards received match desired outcomes (high valence)
psychological contract
A psychological contract represents the mutual beliefs, perceptions, and informal obligations between an employer and an employee. It sets the dynamics for the relationship and defines the detailed practicality of the work to be done. It is distinguishable from the formal written contract of employment which, for the most part, only identifies mutual duties and responsibilities in a generalized form. types of violations: training/development- absences of training or experience not as promised compensation- discrepancies in promised and realized pay, benefits, and bonuses promotion- promotion or advancement schedule not as promised job security- promises not met regarding the degree of job security one could expect feedback- feedback and reviews inadequate compared with what was promised people- employer perceived as having misrepresented the type of people at the firm, in terms of things such as their expertise, work style, or reputation
attitudes 3 components
A relatively stable cluster of feelings, beliefs, and behavioral predispositions we possess about something components: 1. evaluative or affective (how you feel) 2. cognitive (what you believe) 3. behavioral (how you are predisposed to act)
affect v mood and emotions
Affect - broad range of feelings described along positive-negative continuum (Personality trait - is your glass half-empty or half-full? Moods - general and relatively long lasting Emotions - discrete, short, and target-specific
organizational justice
Coined by Greenberg (1987) Defined as an individual's perception of and reactions to fairness in the workplace. Perceptions of fairness can impact job attitudes and behaviors at work. Justice in organizations can include issues related to perceptions of fair pay, equal opportunities for promotion, and personnel selection procedures. distributive justice -> procedural justice -> interactional justice -> either interpersonal or informational justice
emotional labor, regulation, intelligence, and contagion
Emotional Labor - surface vs. deep acting, masking emotions Emotion Regulation - attempts to modify one's emotions, actively changing, can be used to reduce burnout Emotional Intelligence - ability to recognize and control emotions; controversial Emotional Contagion - conscious and unconscious emotion synchronization
10 morale factors
Feeling of being "in" on things Full appreciation of work done Good wages Good working conditions Job security Personal loyalty to workers Promotion and growth in the company Sympathetic help on personal problems Tactful disciplining Work that keeps you interested
organizational citizenship behavior
Going beyond normal expectations to improve operations of the organization, as well as defending the organization and being loyal to it 5 dimensions: 1. altruism 2. conscientiousness 3. courtesy 4. sportsmanship 5. civic virtue- responsible participation in political life of the org.
organizational attitudes
Important attitudes employees hold about their work: Job Satisfaction Job Involvement Organizational Commitment Employee engagement Organizational Justice
job satisfaction
People's cognitive, affective, and evaluative reactions toward their jobs. Broad differences in satisfaction Can measure at two levels: Global job satisfaction Job facet satisfaction
model of job satisfaction
Positive affectivity & Objective job circumstances --> interpretation of job circumstances --> job satisfaction
job involvement
The degree to which a person identifies psychologically with his or her job and considers his or her perceived performance level important to self-worth examples of jobs w high: healthcare education creative fields (arts design) other helping professions
organizational commitment
The extent to which an individual identifies and is involved with his or her organization and its goals, and/or is willing to leave it. person-job fit - congruence b/w individual KSA and job Person-org fit - congruence bw individuals values and orgs. a. Very important for removing turnover b. Graph in slides for low/high attachment to management and org vs low/high attachment to supervisor and work group 1. High in both is total commitment
distributive justice
The fairness associated with decision outcomes and distribution of resources. The outcomes or resources distributed may be tangible (e.g., pay) or intangible (e.g., praise). Perceptions of distributive justice can be fostered when outcomes are perceived to be equally applied (Adams, 1965)
procedural justice
The fairness of the processes that lead to outcomes. When individuals feel that they have a voice in the process or that the process involves characteristics such as consistency, accuracy, ethicality, and lack of bias then procedural justice is enhanced (Leventhal, 1980). advanced notice regarding decisions, appeal process, adequacy with which decisions are explained 6 criteria: 1. consistent 2. bias free 3. accurate 4. correctable in case of an error 5. representative of all concerned 6. based on ethical standards
interactional justice
The treatment that an individual receives as decisions are made and can be promoted by providing explanations for decisions and delivering the news with sensitivity and respect Interpersonal justice (refers to perceptions of respect and propriety in one's treatment) Informational justice (the adequacy of the explanations given in terms of their timeliness, specificity, and truthfulness)
counterproductive work behavior
a broad range of employee behaviors that are harmful to other employees or the organization verbal, physical, sabotage, work-directed, homicide responses: venting, dissipation, fatigue, or explosion
broaden-and-build theory of positive emotions
a theory that positive emotions prompt individuals to expand their thinking and action repertoires in ways that result in increased resources and enhanced functioning e.g. builds relationships, survival-wise this is good
millennials and gen Z have higher expectations for
a. Personal growth b. Learning c. Feedback/recognition and goals d. Communication e. Community involvement f. Team involvement g. Connectivity
organizational bonds
acquiese bonds- stay because you have no other choice instrumental bond- transactional, stay due to costs and benefits commitment bonds- conscious decision to commit to supervisor, embracing the bond identification- merging one's own identity with the org
four different commitment profiles
attachment to top management/org (TMO), attachment to supervisor/work group (SWG) low TMO and SWG- uncommitted high TMO low SWG- globally committed low TMO but high SWG- locally committed high TMO and SWG- committed
3 types of organization commitment
continuance commitment- continue working for organization because you cannot afford to do otherwise (also called acquiese bonds) affective commitment- continue working for organization because you agree with it and want to remain there normative commitment- continue working for organization because you face pressure from others to do so
emotions can affect:
employee effectiveness. decision making. motivation. leadership and acceptance of leaders. interpersonal conflict. customer services. organizational citizenship behavior. deviant workplace behaviors.
voluntary turnover cycle
job satisfaction -> thoughts of quitting -> either probability of finding an acceptable alternative job or intention to search for new job -> intention to quit or stay -> action: quit or stay
measures of job satisfaction- widely used scales
job description index (JDI); e.g. 'is work routine, satisfactory, or good' minnesota satisfaction questionnaire (MSQ); e.g. rank satisfaction of utilization of your abilities pay satisfaction questionnaire (PSQ); e.g. how satisfied are you with raises, current pay
top tips cont.
o Styles § Authoritarian · Worker is new, little experience, needs to know what to do · "do this ___" § Participative · Worker knows the solution, leader knows the problem but needs help in implementation · "let's do this together' § Delegative · Worker is an expert, leader has little experience · "___ figure out how to do this" o Perception § Attribution theory · Leadership is an attribution people make about others § Cognitive categorization · Beliefs are developed about whether a leader or follower (schema), then inferences about behavior are made o Situational leadership chart
external constraints on emotions
organizational influences cultural influences
3 nation comparison of job satisfaction
overall spain mexico and US most were satisfied with work and behavior of supervisors Other trends: - White collar more satisfied than blue-collar - Older more satisfied than younger (Cognitive consistnency may be at work here) - The more experienced on job, the more satisfied. - Men, majority groups more satisfied than women, minority groups
result of discrepancy between what we want and what we have
overall, greater discrepancies were associated with lower levels of satisfaction large discrepancies were associated with greater dissatisfaction among those for whom the facet was highly important than for those for whom it was less important
employee engagement
the degree to which an individual feels invigorated, dedicated, and absorbed in their work vigor- personal energy for work dedication- getting pride in one's work absorption- capacity to feel flow opposite of burnout- emotional exhaustion, cynicism, and feelings of reduced personal accomplishment
Affective events theory (AET)
work environment: characteristics of the job, job demands, requirements for emotional labor -> work events: daily hassles and uplifts + personal dispositions: personality and mood -> emotional reactions: positive and negative -> job satisfaction and performance
major issues addressed in employee attitude surveys
working conditions- 90% pay- 77% immediate supervisors- 77% higher level management- 74% training and development- 71% employee benefits- 68% obstacles to good job performance- 61% physical work environment- 58%
