Job Satisfaction

Positive Affect (e.g., personality

trait)

Job environment (objective

characteristics)

Subjective interpretation of job environment

Job Satisfaction

Job Satisfaction Model

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

Commitment

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)

Affective

(emotional connection)

Continuance

(cost assessment)

Normative (obligation, allegiance)

Organizational JusticeTypes

• 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)

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

Job Satisfaction

Thinking ofquitting

Intention tosearchAge/tenure

Intention to quit/stay

Probability of finding anacceptable alternative

Quit/stay

Satisfaction & Turnover

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. Satisfactionwith jobsituation

6. Attendance motivation

8. Employee attendance

5. Pressure to attend:Economic/market conditions

Incentive/reward systemWork group normsPersonal 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.

Influences on Attendance

Correlations with Satisfaction

Satisfaction

Performance .17 - .30

Attendance - .25

Turnover - .40

Job Involvement .45

Commitment .53

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

Consolidation Cost-containment DownsizingInvoluntary 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" )

Some Euphemisms for Layoffs

Mergers

& Acquisit

ionsJob 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

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)

Workplace Violence Examples

Situational factors (e.g., stressors, group relations,

norms)

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)

Personality factors (e.g., aggressive

tendencies, anger, hostility)

Specific employee reaction (e.g., revenge, retaliation)

• Direct vs. Indirect

• Physical vs. Verbal

• Active vs. Passive

Workplace Violence