Job Satisfaction & Related Worker Attitudes By: Sophia Serriteno, Tammy Ngo, and Jonathan Taguiam

What is Job Satisfaction to you? Pay Feeling of belonging Work environment Flexibility Challenges Creativity within your job

Organizational Citizenship Behavior (OCB) Meaningfulness of work Role Ambiguity Vigor

Organizational Citizenship Behavior and Meaningfulness of Work Research Question: Does daily in-role performance influence the association between daily OCB and meaningfulness of work at the end of the workday?

Meaningfulness of work at the end of the work day Daily OCB Meaningfulness of work at the end of the work day ?

Participants Sample size: 67 employees, 30 managers Measures: Role Ambiguity I feel certain about how much authority I have Person-level control (vigor) “lively” “full of pep” “active”

Measures cont. Daily OCB willingly gave time to help others with work-related problems Meaningfulness of work at end of day The work I did today is very important to me

Measures cont. Vigor at the end of work day How the participant felt at the moment Day-level control variable Sleep quality, 2 item daily in-role performance

Allowing employees to engage in daily OCB is beneficial Increases employee well-being Reduce absenteeism Reduce turnover

Higher role ambiguity leads to an increase of meaningfulness at work . . .

Prospector Strategy Defender Strategy Broad job classes Loose work planning Flexibility Innovation Explicit Job Description Detailed work planning Efficient work production *Depending on what strategy you organization is pursuing implementing role ambiguity for employees will return you with high motivation, performance and high satisfaction.

Perceived Organizational Embeddedness

Who here feels like when you are valued and respected at work, you feel more gratitude towards your organization?

Participants 198 participants between ages 22-30 2 step method Recently graduated alumni from University in Hong Kong College educated & employed

Variables Respect Gratitude POE

Measures Surveys were sent out in 4 waves 4 month intervals Change of employer Turnover assessed at the 5th wave after a 6 month waiting period

Scales Gratitude measured on a generalized gratitude scale 1) I am grateful to this organization for many reasons 2) If I had to list every reason why I felt grateful to this organization, it would be a long list 3) When I look at this organization, I see much to be grateful for 4) I am grateful to a wide variety of people in this organization 5) As I stay longer in this organization, I often find myself more able to appreciate the people, events, and situations I encounter 6) It did not take a long time for me to start feeling grateful to this organization

Scales POE measured 1) I feel attached to this organization 2) It would be difficult for me to leave this organization 3) I am too caught up in this organization to leave 4) I feel tied to this organization 5) I simply could not leave the organization that I work for 6) I am tightly connected to this organization

GRATITUDE RESPECT .36 .61 POE TURNOVER -.22

Results Increases in gratitude mediate relationship between increases in perceived respect & POE Indirect effect ~.25 Greater increases in POE over 12 months less likely to leave their organization 6 months afterward

Recommendations Training for management Positive and respectful environment that does not promote unnecessary criticisms Value and contributions

Takeaway Respect in the workplace helps increase employee satisfaction by making them feel valued and appreciated which can in turn help lower turnover

Workplace Ostracism Does the interactions of employee unethical behavior and job performance lead to ostracism?

What is ostracism? What is considered unethical?

Participants 687 students (Study 1) 194 employee supervisor dyads employee and supervisors are paired up where supervisors rate the employees through unethical behavior, performance, and how often are they ostracized.

Measurements Unethical Behavior Is the employee engaging in unethical conduct? [1= Never, 7 Very Often] employee rating

Measurements Performance Are the individuals’ performing great? [1= Disagree, 7 Agree; a= .94] employee rating

Measurements Relationship Conflict Is there conflict with coworkers. [1= None, 7 A lot; .92] employee rating

Measurements Workplace Ostracism Feeling that others exclude him/her. [1= Never, 7 Always; a= .97] employee rating

Results The of study 3 shown on figure 5 indicate that high performers with high unethical behavior will not be ostracized as much as low performers

Take Away As HR professionals, unethical behavior will remain unethical regardless if done by a low or high performer.

Recommendations Training Disciplining Educating Training your supervisors, leads, managers to respond to unethical employees, taking disciplinary action as soon as possible.

Group take away An employee that feels valued and is part of an organization that emphasizes ethical behavior, among all hierarchical levels, will feel enabled to empower their contributions.