Employee Satisfaction and Commitment

Job Satisfaction

• The attitude employees have toward their jobs
• Refers to the extent to which employees feel content and fulfilled in their jobs.

Emotional Response

How employees feel about their job tasks, work environment, and colleagues.

Cognitive Evaluation

The beliefs employees hold about their job, such as perceived fairness, recognition, and opportunities for advancement.

Behavioral Outcomes

Job satisfaction can influence behaviors like productivity, absenteeism, and turnover rates

Organizational Commitment

• The extent to which an employee identifies with and is involved with an organization.
• It reflects the degree to which employees are willing to put in effort for the organization and stay with it over time.

Affective Commitment

This refers to the emotional attachment an employee has to the organization. Employees with high affective commitment identify with the organization's goals and values, leading to a strong desire to remain part of the organization.

Continuance Commitment

This involves an awareness of the costs associated with leaving the organization. Employees may stay because they feel they have invested too much (like time and resources) to leave, or they perceive fewer alternatives.

Normative Commitment

This reflects a feeling of obligation to stay with the organization, often stemming from personal values or social norms. Employees may feel that they should remain loyal to the organization due to moral or ethical reasons.

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.
• With job enlargement, an employee is given more tasks to do at one time

Job Enrichment

a strategy aimed at enhancing an employee's job satisfaction and motivation by increasing the complexity and depth of their work.
• It involves redesigning jobs to provide employees with more autonomy, responsibility, and opportunities for personal growth.

Job Characteristics Theory

• The theory proposed by Richard Hackman and Greg 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. • The theory posits that certain core job dimensions can enhance the intrinsic motivation of employees by making their work more engaging and fulfilling.

Faces Scale

One of the first methods for measuring job satisfaction was developed by Kunin (1955).

• Although it is easy to use, it is no longer commonly administered partly because it lacks sufficient detail, lacks construct validity, and because some employees believe it is so simple that it is demeaning.

Minnesota Satisfaction Questionnaire (MSQ)

- developed by Weiss, Dawis, England, and Lofquist (1967)
- The MSQ contains 100 items that yield scores on 20 scales.

Organizational Commitment Questionnaire (OCQ)

- A 15-item questionnaire developed by Mowday, Steers, and Porter (1979) to 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 (OCS)

- A nine-item survey developed by Balfour and Wechsler (1996) that measures three aspects of commitment: identification, exchange, and affiliation.

Absenteeism

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

Turnover

Employees with low job satisfaction and low organizational commitment are more likely to quit their jobs and change careers than are employees with high job satisfaction and high organizational commitment.

Counterproductive Behaviors

• Dissatisfied employees, especially those who are unable to change jobs, also engage in a variety of other counterproductive behaviors in organization • These counterproductive behaviors can be separated into two types of behaviors: those aimed at individuals and those aimed at the organization (Berry, Ones, & Sackett, 2007).