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Job Satisfaction

Job Satisfaction. Job Satisfaction Model. Positive Affect (e.g., personality trait). Job environment (objective characteristics). Subjective interpretation of job environment. Job Satisfaction. Measurement. Job Descriptive Index (JDI) Assesses five types of satisfaction, satisfaction with:

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Job Satisfaction

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  1. Job Satisfaction

  2. Job Satisfaction Model Positive Affect (e.g., personality trait) Job environment (objective characteristics) Subjective interpretation of job environment Job Satisfaction

  3. Measurement • Job Descriptive Index (JDI) • Assesses five types of satisfaction, satisfaction with: • The work Itself • Supervision • Co-Workers • Promotion • Pay • As well as the Job In General Scale (JIG) Minnesota Satisfaction Questionnaire (100 items or a 20-item short form) Five point scale from “very dissatisfied” to “very satisfied” Faces Scale

  4. Commitment Affective (emotional connection) Normative (obligation, allegiance) Continuance (cost assessment) Job (e.g., specific position within an organization) Organization (e.g., I was taught to believe in the value of remaining loyal to one organization) Occupation (e.g., career)

  5. Organizational Justice Types • Distributive (outcome or results • fairness) • Equity (based on contributions) • Equality (all have an equal chance) • Need (those with greatest deficits) • Procedural (fairness of systems • or processes) • Interactional • Interpersonal (respect, personal • concern for the impact of an • action) • Informational (knowledge, • rationale as to why an action is • taken)

  6. Organizational Citizenship Behavior (Going beyond the job duties) • Five dimensions: • Altruism (helping/assisting others) • Conscientiousness (follows rules/procedures, careful, responsible, diligent) • Courtesy (respectful of others) • Sporting (avoid complaining, gossip) • Civic virtue (participation in the routine aspects of organizational politics; self-sacrifice) Note: Possible short-term usage and positive impression management technique (e.g., higher performance ratings) Usage related to perceptions of procedural justice

  7. Satisfaction & Turnover Job Satisfaction Thinking of quitting Intention to search Age/tenure Intention to quit/stay Probability of finding an acceptable alternative Quit/stay

  8. Influences on Attendance 3. Personal characteristics Education Tenure Age Sex Family size 7. Ability to Attend: Illness and Accidents Family responsibilities Transportation problems 2. Employee values and job expectations 1. Job Situation: Job scope Job level Role stress Work group size Leader style Co-worker relations Opportunity for advancement 4. Satisfaction with job situation 6. Attendance motivation 8. Employee attendance 5. Pressure to attend: Economic/market conditions Incentive/reward system Work group norms Personal work ethic Organizational commitment R. M. Steers and S.R. Rhodes, “Major Influences on Employee Attendance: A Process Model,” Journal of Applied Psychology, 63 (1978), p. 391-407.

  9. Correlations with Satisfaction Satisfaction Performance .17 - .30 Attendance - .25 Turnover - .40 Job Involvement .45 Commitment .53

  10. Downsizing (Layoffs) • Frequency (on the rise) • Record 2001 Layoffs • Effects on those laid off • Job acquisition (e.g., finding new jobs, under-employment, transfer of skills/knowledge) • Health effects • Psychological (anxiety, depression, self-esteem, stress) • Physical (e.g., gastrointestinal problems, ulcers, headaches, sleep loss) • Effects on those surviving • Less trust, commitment, • Demotions, less hours & salary

  11. Some Euphemisms for Layoffs Consolidation Cost-containment Downsizing Involuntary attrition Involuntary separation “Letting you go" Outplacement Reduction in force (RIF) Reengineering Restructuring Rightsizing Streamline operations Staff/workforce/headcount reduction Termination Voluntary termination (part of a "performance improvement plan" )

  12. Mergers & Acquisitions • Job Losses • Integration Issues • Control (conflict) • Cultural fit • Commitment, identification of • employees Some mergers: AOL – Time Warner Vivendi - Seagrams HP – Cpmpac BP - Amoco Exxon – Mobil Pfizer – Warner-Lambert Some Acquisitions: eBay – PayPal Chevron - Texaco Pfizer - Pharmacia

  13. Workplace Violence Examples • In 1995, 88 workplace homicide victims were killed by a current or former work associate, almost double the number from 1994 (Bureau of Labor Statistics, 1996) • A former employee fired a month earlier boarded a flight and shot his former supervisor to death, then the pilots, and ultimately killed all 43 on board (Hackett and Lerner, 1987) • A disgruntled federal employee shot and killed his supervisor and a union representative (Merl & Corwin, 1998) • A Xerox employee shot seven co-workers to death (Arnett & Booth, 1999) • A hotel employee shot four of his co-workers to death (The Detroit News, 1999) • An employee, who had been fired that day, returned to the store and shot and killed his supervisor and a co-worker (St. Petersburg Times, 2000) • A survey of Fortune 1,000 companies reported workplace violence as the most important security thereat (Jarman, 1999)

  14. Workplace Violence Perceived organizational act(s) of injustice or trust violation (e.g., breach of psychological contract, rules violations, broken promises, abuse of authority, unfair criticism, insults) Situational factors (e.g., stressors, group relations, norms) Personality factors (e.g., aggressive tendencies, anger, hostility) • Specific employee reaction (e.g., revenge, retaliation) • Direct vs. Indirect • Physical vs. Verbal • Active vs. Passive

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