DRILL 2: EMPLOYEE SATISFACTION AND COMMITMENT

JOB SATISFACTION

the attitude an employee has  toward her job

ORGANIZATIONAL COMMITMENT

the extent to  which an employee identifies with and is  involved with an organization

COMPLEX JOBS

stronger relationship with job  satisfaction and performance

AFFECTIVE COGNITIVE CONSISTENCY

Employees with strong and consistent beliefs  about their level of job satisfaction; relationship between  job satisfaction and performance is much  stronger than it is for employees whose job satisfaction attitudes are not so well developed

AFFECTIVE COMMITMENT

the extent to which an  employee wants to remain with the  organization, cares about the organization, and  is willing to exert effort on its behalf

CONTINUANCE COMMITMENT

the extent to which  an employee believes she must remain with  the organization due to the time, expense, and  effort that she has already put into it or the  difficulty she would have in finding another job

NORMATIVE COMMITMENT

the extent to which  an employee feels obligated to the organization  and, as a result of this obligation, must remain  with the organization

ANTECEDENTS

influence  levels of job satisfaction and commitment is  our personal predisposition to be satisfied

INDIVIDUAL DIFFERENCE THEORY

postulates that  some variability in job satisfaction is due to an  individual’s personal tendency across  situations to enjoy what she does

GENETIC PREDISPOSITION

Job satisfaction not only may be fairly stable  across jobs but also may be genetically determined. Only hire applicants with high levels of overall  job and life satisfaction

CORE SELF EVALUATIONS

Four personality variables are related to  people’s predisposition to be satisfied with life  and with their jobs: emotional stability, self esteem, self

EXTERNAL LOCUS OF CONTROL

perceived ability to control their  environment

DISCREPANCY THEORY

when an employee’s  expectations are not met, the results are lower  job satisfaction, decreased organizational  commitment, and an increased intent to leave  the organization

SUPPLIES FIT

the extent to which  rewards, salary, and benefits received by  employees are perceived to be consistent with  their efforts and performance

SOCIAL INFORMATION PROCESS THEORY

employees observe the  levels of motivation and satisfaction of other  employees and then model those levels.

EQUITY THEORY

our levels of job satisfaction  and motivation are related to how fairly we  believe we are treated in comparison with  others

DISTRIBUTIVE JUSTICE

perceived fairness of the  actual decisions made in an organization

PROCEDURAL JUSTICE

perceived fairness of the  methods used to arrive at decision

INTERACTIONAL JUSTICE

perceived fairness of  the interpersonal treatment employees receive

JOB ROTATION

employee is given the same  number of tasks to do at one time but the tasks  change from time to time

JOB ENLARGEMENT

employee is given more  tasks to do at one time;  knowledge used and  tasks performed

JOB ENRICHMENT

employee assumes more  responsibility over the tasks

JOB CHARACTERISTICS MODEL

enriched jobs (allow variety of skills to be used) are the most  satisfying

JOB DIAGNOSTICS SURVEY

measure the extent to  which these characteristics are present in a  given job

FACES SCALE

a simple visual tool for measuring job satisfaction where employees choose a facial expression, from very happy to very unhappy, that best represents their feelings about their job.

JOB DESCRIPTIVE INDEX

most commonly used  scale and yield scores on five dimensions of  job satisfaction: supervision, pay, promotional  opportunities, coworkers, and the work itself

MINNESOTA SATISFACTION QUESTIONNAIRE

a widely used, reliable psychometric instrument for measuring an employee's job satisfaction.

JOB IN GENERAL SCALE

measure the overall  level of job satisfaction rather than specific  aspects

ORGANIZATIONAL COMMITMENT QUESTIONNAIRE

measure three commitment factors:  acceptance of the organization’s values and  goals, willingness to work to help the  organization, and a desire to remain with the organization.

ORGANIZATIONAL COMMITMENT SCALE

measures  three aspects of commitment: identification,  exchange, and affiliation.

CUSTOM

DESIGNED INVENTORIES

ABSENTEEISM

When employees are dissatisfied or not  committed to the organization, they are more  likely miss work and leave their jobs

WELL PAY

paying employees for their  unused sick leave

FINANCIAL BONUS

employee with perfect  attendance receives bonus

PAID TIME OFF PROGRAM

paid

TURNOVER

Quit jobs and change careers

UNAVOIDABLE REASONS

school starting, job  transfer of spouse, etc.

ADVANCEMENT

pursue promotions or  better pay

UNMET NEEDS

must consider  person/organization fit

EMBEDDEDNESS

the extent to which  employees have links to their jobs and  community, the importance of these links, and  the ease with which these links could be  broken and reestablished elsewhere

COUNTERPRODUCTIVE BEHAVIORS

Either aimed at individuals (gossips,  harassment, violence, bullying) and those  aimed at the organizations (stealing)

ORGANIZATIONAL CITIZENSHIP BEHAVIORS

motivated to help the org and colleagues by  doing little things they are not required to do end