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employee behaviour organizational commitment & job satisfaction -…
employee behaviour
organizational commitment & job satisfaction
job satisfaction and positive employee attitudes/behaviours
employee engagement
psychological state characterized by vigor, dedication, and absorption in one’s work/organization
it is assumed that in this state that the employees are motivated to work, display positive work attitudes and become more productive
organizations now look for turnover intentions
what contributes to employee engagement?
jobs that are high in job characteristics (in the job characteristics model)
supportive supervisors and organisation
being recognised and rewarded and treated fairly
job satisfaction
standardized surveys
tested using Minnesota Satisfaction Questionnaire (MSQ)
20 facet test
tested using Job Descriptive Index (JDI) 5 facet test
organizations know where a person may fall under as having had other workers complete the survey before. Also has reliability and validity. Research can be done cross companies to find out variables causing job dissatisfaction
very correlated to organisational commitment because both involve feelings about the work situation. ultimately employers want to know how job satisfaction and organizational commitment will translate into positive employee attitudes
ways to enhance job satisfaction
job rotation
remove monotony, increase opportunity for promotion
job enlargement
increase their perceived value in the organization
may come across as negative by giving more tasks to the worker
changing pay structure
merit pay
compensation system in which employees receive a base rate and additional pay based on performance
hard to distinguish good and bad workers, leading to unfairness
emphasizes on individual goals
merit pay is only a small portion
skill-based pay
system of compensation in which workers are paid based on their knowledge and skills rather than on their positions in the organization
gain sharing
compensation system based on effective group performance
higher pay = less likely to find job elsewhere
Profit Sharing
plan where all employees receive a small share of an organization’s profits
employee ownership
program where employees own all or part of an organization
flexible work schedules
compressed work weeks
fatigue
extra vacations
hard to find childcare
flex time
benefit programmes
healthcare options
retirement plans
employee sponsored child
cafeteria styled benefit programmes (options for employees to pick)
very expensive
job enrichment
job enrichment increases responsibility, job enlargement does not
positive and negative feelings and attitudes about one’s job, varies from person to person, culture differences as well
approaches
global approach (e.g. yes or no response to overall satisfaction to job, few item test for overall satisfaction)
argument is that overall satisfaction is more important than sum of facets
facet approach (multiple elements e.g. working condition, pay)
more detailed (multiple facets, and different jobs having different facets), certain facets can be improved
measurement
self reports, group interview, face to face interviews
limitations
anonymity (backlash for being recognised) versus reliability (self reports tend to not be reliable)
relation to job performance
porter and lawler model
both job satisfaction and performance is independent in this model but at the same time it's indirectly linked by job rewards (has a little basis on equity theory)
job performance leads to job-related rewards, such as pay increases, promotions, or a sense of accomplishment. If the process for offering these rewards is perceived as fair, receiving these rewards leads to job satisfaction and to higher and higher levels of performance
complexity of the job (more complex increase intrinsic reinforcement, increasing bond between job satisfaction and performance)
fairness of job
organisational citizenship behaviours (positive employee behaviours)
efforts by organizational members who advance or promote the work organization and its goals
organizational compliance
sportsmanship
organizational loyalty
helping behaviour
individual intiative
civic virtue
self development
they help the non OCBs employees as well (look at chapter 9). Employees who feel that they are aligned with the company's values engage in more OCBs
citizenship fatigue(where one does a lot and no one cares)
positive affect
positive emotions that affect mood in the workplace
influences job satisfaction and thus affects work behaviour
however both home and work positivity must be in place to improve work behaviour
positive affect in employee behaviour
Organizational commitment
a worker’s feelings and attitudes about the entire work organization
Organizational Commitment Questionnaire (OCQ) 15 item self report
continuance commitment
normative commitment
affective commitment
very related to job satisfaction possibly due to response bias or to avoid cognitive dissonance
but it is more related to the on work attendance like absenteeism and turnover
involuntary absenteeism (illness)
voluntary absenteeism (go party) - this is what the organization try to eliminate, and this factor strongly related to job satisfaction
employees might feel other non essential activities to take precedence over work. (e.g. catching a fri movie)
if organizations are lenient to those who skip work, employees will tend to skip more even though they may be satisfied with the job
factors that one cannot control, weather, health, transport, childcare problems
also based on age
involuntary turnover
may be a good thing, weeding people, organization spending too much
voluntary turnover
organizations try to eliminate this, cost of replacement and training and productivity loss
possibly due to the lack of job satisfaction and organizational commitment
some employees leave voluntarily, and organizations are happy to see them go
may lead to collective turnover, as employees build relationships
employees who are not treated fairly are prone to leave.
similiarities
autonomy, responsibility, social relationship, compensation and promotion, fairness, supportive organisation, safety and security
differences
the employees values are congruent to the organization's values(slightly different with job satisfaction as they both perceive fair rewards)
is lowered when perceived chances of hopping jobs is high, positive correlation with age, education, time on the job
effects of rightsizing organizations
if employees feel fairly treated, they will still uphold some level of organizational commitment
if people who are dear to the employees were sacked, then organizational commitment will decrease
Worker stress and negative attitudes/behaviours
worker stress
work role stress
interpersonal stress
arising from difficulties with others in the workplace
emotional labour
demands of regulating and controlling emotions in the workplace
physical conditions
temperature, noise, safety
job ambiguity
supervisors can alleviate this by making it clear on their job scope
when employees are unsure of their job scope
lack of control
harrassment
work family conflict
organizational change
individual sources of stress
lack of hardiness
notion that some people may be more resistant to the health-damaging effects of stress
hardy training
stressful life events
divorce, death, marriage, illness, financials
low self efficacy
one’s sense of competence and effectiveness
type A behaviour pattern
excessive drive and competitiveness, a sense of urgency and impatience, and underlying hostility
evidence that persons who possess the Type A personality are slightly more prone to develop stress-related coronary heart disease, including fatal heart attacks
JAS (jenkins activity survey), framingham type A scale (FTAS)
the physiological or psychological reactions to an event that is perceived to be threatening or taxing
types of stress
distress (negative stress)
eustress (positive stress)
elevated heart and respiratory rate, increased blood pressure, sweating
stress related illnesses (coronary heart disease, hypertension, colitis) can increase absenteeism. Mental stress like depression fatigue and anxiety can cause people to leave their jobs (to find a less stressful one), directly affecting turnover
situational stress
stress arising from certain conditions that exist in the work environment or in the worker’s personal life
stressors
environmental event that is perceived by an individual to be threatening
work task stress
work overload/role overload
technology overload like email overload
related to physiological indicators, elevated serum cholesterol and increased heart rate
common source of stress resulting when a job requires excessive speed, output, or concentration
underutilisation
source of stress resulting from workers feeling that their knowledge, skills, or energy are not being fully used
consequences
job burnout
exhaustion, depersonalization, low personal accomplishment
absenteeism
heavy cost of recruiting and training people, paying for medical or paying for last minute replacement
coping strategies
individual coping strategies
exercises
exercise increases the body's resistance to stress related illnesses
diet
relaxation training
meditation
reduce physiological arousal to stress
biofeedback
time management
work planning
cognitive coping strategies
Individual coping strategies may be effective in combating stress if they increase an individual’s self-efficacy for coping with stress. On the downside, individual coping strategies can be expensive and labor intensive. In addition, success is dependent on the individual’s motivation and ability to learn coping strategies.
organizational coping strategies (Techniques that organizations can use to reduce stress for all or most employees)
improving person job fit
better training
orientation programmes
giving workers more sense of control over their jobs
eliminating punitive management styles
removing hazardous working conditions/improving safety
improving organizational communication
counterproductive work behaviours (CWB)
solution is to offer employee assistance programmes (EAP)
counseling provided for a variety of worker problems, particularly drug and alcohol abuse
alcohol
drugs
deviant, negative behaviors that are harmful to an organization and its workers
how is it measured?
person environment fit approach
the match between a worker’s abilities, needs, and values and organizational demands, rewards, and values
need to assess either the job or person's characteristics
physiological measures
blood test for cortisol and cholesterol, EKG (electrocardiogram), blood pressure monitoring
downsides
many variations throughout the day
requires professional
expensive
self report
autonomy
feedback
task identity
task significance
surveys
Job Stress Survey
Occupational Stress Indicator
Stress Diagnostic Survey
life events
Social Readjustment Rating Scale