CHAPTER 10: Employee Satisfaction and Commitment

affective-cognitive consistency

for employees who have strong, consistent beliefs about their level of job satisfaction (called _), the 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, continuance commitment, normative commitment

it is thought that there are three motivational facets to organizational commitment

affective commitment

the extent to which an employee wants to remain with an organization and cares about the organization.

continuance commitment

the extent to which employees believe they must remain with an organization due to the time, expense, and effort they have already put into the organization.

normative commitment

the extent to which employees feel an obligation to remain with an organization.

individual difference theory

postulates that some variability in job satisfaction is due to an individual's personal tendency across situations to enjoy what they do. Thus, certain types of people will generally be satisfied and motivated regardless of whatever job they hold.

internal locus of control

the extent to which people believe that they are responsible for and in control of their success or failure in life.

social information processing theory

states that employees model their levels of satisfaction and motivation from other employees.

social learning theory

states that employees model their levels of satisfaction and motivation from other employees.

equity theory

a theory of job satisfaction stating that employees will be satisfied if their ratio of effort to reward is similar to that of other employees.

organizational justice

a theory that postulates that if employees perceive they are being treated fairly, they will be more likely to be satisfied with their jobs and motivated to do well.

distributive justice, procedural justice, interactional justice

although equity theory is historically interesting, a more useful approach to fairness issues has been the study of three aspects of organizational justice:

distributive justice

the perceived fairness of the decisions made in an organization.

procedural justice

the perceived fairness of the methods used by an organization to make decisions.

interactional justice

the perceived fairness of the interpersonal treatment that employees receive in an organization.

informational justice, interpersonal justice

two components to interactional justice:

informational justice

the extent to which a supervisor is open and transparent in sharing information.

interpersonal justice

the extent to which a supervisor adequately treats an employee.

job rotation

a system in which employees are given the opportunity to perform several different jobs in an organization.

job enlargement

a system in which employees are given more tasks to perform at the same time.

job enrichment

a system in which employees are given more responsibility over the tasks and decisions related to their job.

knowledge used and tasks performed.

a job can be enlarged in two ways:

job characteristics theory

the theory proposed by Hackman and Oldham that suggests that certain characteristics of a job will make the job more or less satisfying, depending on the particular needs of the worker.

Job Diagnostic Survey (JDS)

a measure of the extent to which a job provides opportunities for growth, autonomy, and meaning.

quality circles

employee groups that meet to propose changes that will improve productivity and the quality of work life.

Faces Scale

a measure of job satisfaction in which raters place a mark under a facial expression that is most similar to the way they feel about their jobs.

Job Descriptive Index (JDI)

a measure of job satisfaction that yields scores on five dimensions.

Minnesota Satisfaction Questionnaire (MSQ)

a measure of job satisfaction that yields scores on 20 dimensions.

Job in General (JIG) Scale

a measure of the overall level of job satisfaction.

well pay

a method of absenteeism control in which employees are paid for their unused sick leave.

financial bonus

a method of absenteeism control in which employees who meet an attendance standard are given a cash reward.

games

an absenteeism control method in which games such as poker and bingo are used to reward employee attendance.

paid time off program (PTO)

an attendance policy in which all paid vacations, sick days, holidays, and so forth are combined.

person/organization fit

the extent to which an employee's personality, values, attitudes, philosophy, and skills match those of the organization.

embeddedness

the extent to which employees have links to their jobs and community, the importance of these links, and the ease with which they can be broken and replaced at another job.

organizational citizenship behaviors (OCBs)

behaviors that are not part of an employee's job but that make the organization a better place to work (e.g., helping others, staying late).