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Topic 3: Attitudes & Job satisfaction (Major Job Attitudes (JS JI OC;…
Topic 3: Attitudes & Job satisfaction
Attitudes
R/s bet attitudes & bhvrs
depends on
Its accessibility
attitudes more accessible more likely to predict bhvr
Presence of social pressures
eg. may weaken attitudes about aggression/workplace bullying
Whether person has direct experience with the attitude
eg. direct experience with underprivileged kids strengthens attitudes about company's CSR bhvr with regards to volunteering with kids
Importance of the attitude
eg. if person believes in the value and importance of their work, will take more pride in their work
attitudes don't always determine what we do
Components
Affective(how u feel)
Behavioural (how you behave)
Cognitive (how u evaluate)
Major Job Attitudes (JS JI OC; POSEE rhyme)
Organisational commitment
degree to which employee identifies with the organisation & its goals and wishes to remain as a member
employees who are committed->less likely to engage in work withdrawal even if dissatisfied cos sense of loyalty
Perceived organisational support
Higher POS when rewards are fair, employees involved in decision making, supervisors seen as supportive
High POS-> High OCB and job performance
degree to which employees believe their organisation values their contribution and cares about their well-being
eg. Salesforce.com CEO and fellow employees covered medical expenses of employee who got leukemia
POS impt in countries where
power distance
is low like US compared to in China
Job involvement
degree to which ppl identify psychologically with their jobs & consider the perceived performance levels impt to their self-worth
high job involvement->strongly identify with & really care abt the kind of work they do
psychological empowerment
employees' belief in the degree to which they affect their work envrnmt, their competence, the meaningfulness of their job & their perceived autonomy in their work
improved by involving employee in decisions, making them feel work is impt, giving them discretion to act in their own way
Employee engagement
highly engaged employees have passion for their work and feel deep connection to company
however active debate abt usefulness due to diff of identifying what creates job engagement
individual's involvement with, satisfaction with, & enthusiasm for the work he/she does
Job satisfaction
how to measure
JDI
Info on normative scores available
not recommended to combine for global scores->cos impt of each facet may differ across individuals
measure tends to be longer & complex->increase diff in administering to employees
Facets of the job evaluated->able to get detailed info abt facets
single global rating
eg. "taking everything into consideration, how do you feel abt your job as a whole?" or Circle the face
adv->simple, short, understood across cultures
disadv: cannot obtain detailed info abt facets of the job & even if unsatisfied, unable to know what aspect contributed to dissatisfaction
+ve feeling about a job resulting from an evaluation of its characteristics
Causes of Job Satisfaction
Personality
CSE
ppl with +ve CSE more satisfied
core self-evaluation-> belief in one's inner worth & basic competence
CSR
the fit bet personal values & org's CSR mission increases JS
def
organisation's self-regulated actions to benefit society or environment beyond what is required by law
seems to have greater impact on JS among Millennials
However
org may require employees to contribute in a prescribed manner that may not fit every individual's vision of CSR
CSR may seem disconnected from employee's actual work, providing no increase to JS
not all projects are equally meaningful for every person's JS
Job Conditions
interdependence, feedback
Social support & interaction with coworkers outside workplace
Provide training, variety, independence, control
empowerment from leaders, manager's attentiveness, responsiveness & support
Pay
limited impact esp once individual reached a standard level of comfortable living
Outcomes of Job Satisfaction
Organisational Citizenship Behaviour OCB
more satisfied with job->more likely engage in OCB
Customer satisfaction
satisfied employees increase customer satisfaction & loyalty
Improves Job Performance due to
Customer satisfaction
Reduce healthcare costs (satisfied->less likely to fall sick)
improved task performance
Improve reputation, attract talent
Life satisfaction
Outcomes of job dissatisfaction
Absenteeism
-ve r/s bet JS & absenteeism but r/s moderate to weak
Turnover
pattern of lowered JS is predictor of possible intent to leave
(refer to diagram Voice, Exit, Loyalty, Neglect)
Workplace Deviance
CWB