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Job Satisfaction
A pleasurable emotional state resulting from the appraisal of one’s job or job experiences.
People subconsciously and consciously seek to attain a job that meets their values.
Is Job Satisfaction Important?
Yes, job satisfaction has a moderate positive effect on job performance and a STRONG effect on organizational commitment along with job continuance.
Value Percept Theory
Job satisfaction depends on whether an individual perceives that their job provides what they value
Job Satisfaction Components
Pay (contingent on job duties)
Promotion (contingent on fairness and equity)
Supervision (contingent on usefulness and likeability)
Coworker (contingent on usefulness and likeability)
Work (contingent on interesting and challenging)
What Matters More: Work or Pay?
Work, we spend more time thinking about the work itself than the pay
Job Enrichment
Includes duties and responsibilities of the job being expanded to provide more variety
Job Characteristics Theory
Jobs are more intrinsically enjoyable when work tasks are (1) challenging; and (2) fulfilling. Made up of five core job characteristics.
5 Core Job Characteristics
Variety
Identity
Significance
Autonomy
Feedback
Job Crafting
Includes employees shaping, molding, and redefining their jobs in a proactive way
Task Crafting
Involves employees altering the tasks they perform by adapting their role or taking on tasks that fit their strengths and interests
Relational Crafting
Involves employees altering the nature or quality of interactions they have at work
Cognitive Crafting
Involves employees reframing their mindset about the job or task in a way that’s more meaningful to them
Affective Event Theory
A theory that describes how workplace events can generate emotional reactions that impact work
Emotional Intelligence
The ability to monitor one's own and other people's emotions, to discriminate between different emotions and label them appropriately and to use emotional information to guide thinking and behavior
Emotional Labor
The need to manage emotions to complete job duties
Emotional Contagion
One person can “catch” the emotions of another person.
3 Components of Burnout
Exhaustion, Cynicism, and Inefficacy
Stress
A psychological response to demands where there is something at stake and where coping with the demands taxes or exceeds a person’s capacity or resources.
Yerkes-Dodson Law
More physiological and mental arousal can increase performance but only up to a certain threshold.
Surface Acting
Faking emotional expressions to meet expectations
Deep Acting
Adapting emotions to feel and express the expected emotion
Transactional Theory of Stress
A theory that explains how stressful demands are perceived and appraised, as well as how people respond to the perceptions and appraisals.
Challenge Stressors
Stressful demands that people tend to perceive as opportunities for learning, growth, and achievement
Hindrance Stressors
Stressful demands that don’t allow you to grow or go forward. They decrease job performance and organizational commitment.
Emotions
States of feeling that are often intense, last for only a few minutes, and are clearly directed at (and caused by) someone or some circumstance.
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
Anger
Certainty of unfairness
Anxiety
Uncertainty of future threat
Fear
Certainty of danger
Guilt
Feeling responsible for a moral failure
Shame
Feeling responsible for an identity failure
Sadness
Certainty of a loss
Strains
The negative consequences that occur when demands tax or exceed a person’s capacity or resources
Stressors
The demands that cause people to experience stress
4 Categories of Stressors
Hindrance Work (role conflict, role ambiguity, role overload)
Hindrance Non-work (family conflict, financial uncertainty)
Challenge Work (time pressure, work complexity)
Challenge Non-work (Family time demands, personal development)
Primary Appraisal
Is this stressful?
Secondary Appraisal
How can I cope with the stress?
3 Types of Strains
Physiological strains (difficulty sleeping, strained eyes)
Psychological Strains (burnout, mental health)
Behavioral Strains (less productivity, more absenteesim)
Exhaustion
Profound physical, cognitive, and emotional fatigue
Cynicism
Erosion of engagement
Inefficacy
Feelings of incompetence and a lack of achievement and productivity
Signs of Burnout
Decreased productivity and quality of work
Self doubt and pessimism
Low energy
Withdrawal from favorite activities and social groups
Increased negative emotions
How can YOU manage your stress?
Create a routine that prioritizes your mental and physical health
Shift your perspective
Reduce your exposure to job stressors
Choose non promotable tasks that are right for you
Organizational/Manager Strategies for Stress
Conduct an assessment
Reduce stressors
Provide resources
Reduce strains