Job Satisfaction

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Job Satisfaction
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Job Satisfaction Model
Positive Affect (e.g. personality trait)
Job environment (objective characteristics)
Subjective interpretation of job environment
Job Satisfaction
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Measurement

• Job Descriptive Index (JDI)
• Assesses five types of satisfaction satisfaction
  with
• The work Itself
• Supervision
• Co-Workers
• Promotion
• Pay
• As well as the Job In General Scale (JIG)

Minnesota Satisfaction Questionnaire (100 items
or a 20-item short form) Five point scale from
very dissatisfied to very satisfied
Faces Scale
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Commitment
Affective (emotional connection)
Normative (obligation allegiance)
Continuance (cost assessment)
Job (e.g. specific position within an
organization) Organization (e.g. I was taught
to believe in the value of remaining loyal to one
organization) Occupation (e.g. career)
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Organizational Justice
Types

• Distributive (outcome or results
• fairness)
• Equity (based on contributions)
• Equality (all have an equal chance)
• Need (those with greatest deficits)
• Procedural (fairness of systems
• or processes)
• Interactional
• Interpersonal (respect personal
• concern for the impact of an
• action)
• Informational (knowledge
• rationale as to why an action is
• taken)

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Organizational Citizenship Behavior
(Going beyond the job duties)

• Five dimensions
• Altruism (helping/assisting others)
• Conscientiousness (follows rules/procedures
  careful responsible diligent)
• Courtesy (respectful of others)
• Sporting (avoid complaining gossip)
• Civic virtue (participation in the routine
  aspects of organizational politics
  self-sacrifice)

Note Possible short-term usage and positive
impression management technique (e.g. higher
performance ratings) Usage related to perceptions
of procedural justice
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Satisfaction Turnover
Job Satisfaction
Thinking of quitting
Intention to search
Age/tenure
Intention to quit/stay
Probability of finding an acceptable alternative
Quit/stay
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Influences on Attendance
3. Personal characteristics Education
Tenure Age Sex
Family size
7. Ability to Attend Illness and
Accidents Family responsibilities
Transportation problems
2. Employee values and job expectations
1. Job Situation Job scope Job
level Role stress Work group size
Leader style Co-worker relations
Opportunity for advancement
4. Satisfaction with job situation
6. Attendance motivation
8. Employee attendance
5. Pressure to attend Economic/market
conditions Incentive/reward system Work group
norms Personal work ethic Organizational
commitment
R. M. Steers and S.R. Rhodes Major Influences
on Employee Attendance A Process Model
Journal of Applied Psychology 63 (1978) p.
391-407.
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Correlations with Satisfaction
Satisfaction
Performance .17 - .30 Attendance -
.25 Turnover - .40 Job Involvement .45
Commitment .53
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Downsizing (Layoffs)

• Frequency (on the rise)
• Record 2001 Layoffs
• Effects on those laid off
• Job acquisition (e.g. finding new jobs
  under-employment transfer of skills/knowledge)
• Health effects
• Psychological (anxiety depression
  self-esteem stress)
• Physical (e.g. gastrointestinal problems
  ulcers headaches sleep loss)
• Effects on those surviving
• Less trust commitment
• Demotions less hours salary

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Some Euphemisms for Layoffs
Consolidation Cost-containment
Downsizing Involuntary attrition Involuntary
separation Letting you go Outplacement
Reduction in force (RIF) Reengineering
Restructuring Rightsizing Streamline
operations Staff/workforce/headcount reduction
Termination Voluntary termination (part of a
performance improvement plan )
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Mergers Acquisitions

• Job Losses
• Integration Issues
• Control (conflict)
• Cultural fit
• Commitment identification of
• employees

Some mergers AOL Time Warner Vivendi -
Seagrams HP Cpmpac BP -
Amoco Exxon Mobil Pfizer Warner-Lambert
Some Acquisitions eBay PayPal Chevron -
Texaco Pfizer - Pharmacia
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Workplace Violence Examples

• In 1995 88 workplace homicide victims were
  killed by a current or former work associate
  almost double the number from 1994 (Bureau of
  Labor Statistics 1996)
• A former employee fired a month earlier boarded
  a flight and shot his former supervisor to death
  then the pilots and ultimately killed all 43 on
  board (Hackett and Lerner 1987)
• A disgruntled federal employee shot and killed
  his supervisor and a union representative (Merl
  Corwin 1998)
• A Xerox employee shot seven co-workers to death
  (Arnett Booth 1999)
• A hotel employee shot four of his co-workers to
  death (The Detroit News 1999)
• An employee who had been fired that day
  returned to the store and shot and killed his
  supervisor and a co-worker (St. Petersburg Times
  2000)
• A survey of Fortune 1000 companies reported
  workplace violence as the most important security
  thereat (Jarman 1999)

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Workplace Violence
Perceived organizational act(s) of injustice or
trust violation (e.g. breach of psychological
contract rules violations broken promises
abuse of authority unfair criticism insults)
Situational factors (e.g. stressors group
relations norms)
Personality factors (e.g. aggressive tendencies
anger hostility)

• Specific employee reaction (e.g. revenge
  retaliation)
• Direct vs. Indirect
• Physical vs. Verbal
• Active vs. Passive