Mgt 4310 Job Satisfaction Week 3

Job Satisfaction Are surveys measuring reality or perception? An interpretation of reality? Are dispositional characteristics stronger than situational influences? Satisfaction is hardwired?

The Consistency of Job Attitudes Job satisfaction has been shown to be consistent across time (50 years) and evaluation format Even in the face of both job and organizational change Jobs are nebulous and ambiguous? Disposition rather than situational adjustment will account for the majority of interpretation of job satisfaction

Can we change performance? Will the focus on motivation be productive? Largest predictor of work performance is cognitive and physical ability Personality characteristics Other factors contributing to work performance: Work design and control over tasks Resources

Systems for change – Multiple changes Individually Oriented – focuses on individual needs Tie extrinsic rewards to performance Set realistic and challenging goals Evaluate performance accurately and give feedback Promote based on skill and performance Build the skill level through training Enlarge and enrich jobs

Systems for Change Group Oriented – focuses on our social nature and social influence on our behaviour Organize around interacting groups Use groups to select, train and reward Use groups to reinforce norms Base pay on the group

Systems for Change Organizationally Oriented – focuses on created attraction and loyalty to the institution Have extensive socialization processes Rotate jobs throughout the company Company set-up and designed training Long term protected employment Decentralized operations Few status distinctions Sharing of all organization information (finances, strategies) Tying all rewards to firm performance

The Effects of Satisfaction In-role Performance Tasks and activities specified by the job requirements and that contractually quality the employee for organizational rewards Extra-role Performance Discretionary or voluntary contributions to the job/organization that are not officially recognized as part of the job

Types of Organizational Citizenship Behaviour Altruism – voluntary actions directed towards helping colleagues (giving guidance to new ees) Courtesy – foresight gestures that help others avoid or be aware of problems (providing advanced notice) Sportsmanship – taking on extra without grumbling or whining Conscientiousness – going beyond the minimum requirements in general organization requirements (attendance, punctuality) Civic Virtue – constructive involvement in the organization’s political process (attending meetings, being aware of larger organizational issues)

Satisfaction and OCB Negative attitudes towards the job have little effect on in-role performance Reduced performance could cause loss of job, loss of potential income and loss of self- esteem/reputation Job satisfaction does affect extra-role performance (OCB) OCB is not tied to ability OCB can be reduced without job sanctions or loss of self-esteem/reputation