Organizational Behavior Chapter 4 (Job Satisfaction)

Job Satisfaction

A pleasurable emotional state resulting from the appraisal of one's job or job experiences.

Values

Those things that people consciously or subconscious want to seek or attain.

Value-Perception Theory

Argues that job satisfaction depends on whether you perceive that your job supplies you the things that you value.

Pay Satisfaction

Refers to employee's feelings about their pay. including whether its as much as they deserve, secure, and adequate for both normal expenses and luxury items.

Promotion Satisfaction

Refers to employee's feelings about the company's promotion policies and their execution, including whether promotions are frequent, fair, and based on ability.

Supervisor Satisfaction

Reflects employee's feelings about their boss, including whether the boss is competent, polite, and a good communicator.

Satisfaction with the work itself

Employees feelings about their actual work tasks, including whether those task are challenging, interesting, respected, and make sure of key skills rather than being dull, repetitive, and uncomfortable.

Meaningfulness of work

Reflects the degree to which work tasks are viewed as something that "counts" in the employees system of philosophies and beliefs.

Responsibility for outcome

Captures the degree to which employes feel that they're key drivers of the quality of the unit's work.

Knowledge of results

Reflects the extent to which employees know how well (or how poorly) they're doing.

Job Characteristic Theory

Describes the central characteristics of intrinsically satisfying jobs, attempts to answer "What kinds of tasks create these psychological states"?

Variety

The degree to which the job requires a number of different activities that involve a number of different skills and talents.

Identity

The degree to which the job requires completing a whole, identifiable, piece of work from the beginning to end with a visible outcome.

Significance

The degree to which the job has a substantial impact on the lives of other people, particularly people in the world at large.

Autonomy

The degree to which the job provides freedom, independence, and discretion to the individual performing the work.

Feedback

The degree to which carrying out the activities required by the job provides employees with clear information about how well they're performing.

Knowledge and skill

Which captures whether employees have strong needs for personal accomplishment.

Growth Need Strength

Developing themselves beyond where they currently are.

Job enrichment

The duties and responsibilities associated with a job are expanded to provide more variety, identity, autonomy, and so forth.

Job Crafting

Where employees shape, mold, and redefine their jobs in a proactive way.

Moods

States of feeling that are often mild in intensity, last for an extended period of time, and are not explicitly directed at or caused by anything.

Pleasantness

Whether you feel pleasant (a good mood) or unpleasant (bad mood).

Activation

Whether you feel activated and aroused or deactivate and unaroused.

Flow

A state in which employees feel a total immersion in the task at hand, sometimes losing track or how much time has passed.

Affective Events theory

Workplace events can generate affective reaction- reactions that then can go on to influence work attitudes and behaviors.

Emotions

States of feelings that are often intense, last for only a few minutes, and are clearly directed at (and caused by) someone or some circumstances.

Positive emotions

Joy, pride, relief, hope, love, and compassion.

Negative emotions

Anger, anxiety, dear, guilt, shame, sadness, ency, and disgust.

Emotional Labor

The need to manage emotions to complete the job duties successfully.

Emotional Contagion

Shows that one person can "catch" or "be infected by" the emotions of another person.

Life Satisfaction

The degree to which employees feel a sense of happiness with their lives.