0. Values, Attitudes & Job Satisfaction
‘Values’ – could be defined as – Basic convictions that a specific mode of conduct Or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.
‘Value System’ – A hierarchy based on ranking of an individual’s values in terms of their intensity.
‘Terminal Values’ – That a Goal a person would like to achieve during his/her life time.
‘Instrumental Values’ – Preferable mode of behavior towards achieving one’s Terminal Goal

1. Values, Attitudes & Job Satisfaction
‘Attitude’ - Evaluative statements or judgments concerning objects, people or events.
‘Affective component of ‘Attitude’ – The emotional or feeling segment of an ‘Attitude’.
‘Behavioral component of ‘Attitude’ – An intention to behave in a certain way towards someone OR something.
‘Job Involvement’ – A degree to which a person identifies his / her job, actively participates in it and considers his / her performance important to self worth.

2. Values, Attitudes & Job Satisfaction
‘Organisational Commitment’ – The degree to which an employee identifies with a particular organisation and its Goals and wishes to maintain the association with the Organisation.
Self Perception Theory – Attitudes are used after the facts to make sense out of an action that has already occurred.
Attitude Survey – Eliciting responses from employees through questionnaires about how they feel about their job, people working around, supervision and the Organisation.

3. Job Satisfaction The Theory of Cognitive Dissonance
Any incompatibility between two or more attitudes or between behavior and attitudes.
Individuals seek to reduce this gap, or “dissonance”
Desire to reduce dissonance depends on
Importance of elements creating dissonance
Degree of individual influence over elements
Rewards involved in dissonance

4. Measuring the A-B Relationship
Recent research indicates that attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account. B A
Moderating Variables
Importance of the attitude
Specificity of the attitude
Accessibility of the attitude
Social pressures on the individual
Direct experience with the attitude

5. Self-Perception Theory
Attitudes are used after the fact to make sense out of an action that has already occurred. B
A !
And,

6. Types of Attitudes
Job Satisfaction A collection of positive and/or negative feelings that an individual holds toward his or her job.
Job Involvement Identifying with the job, actively participating in it, and considering performance important to self-worth.
Organizational Commitment Identifying with a particular organization and its goals, and wishing to maintain own association with the organization (Affective, Normative, and Continuance Commitment)

7. Types of Attitudes, cont’d.
Perceived Organizational Support (POS)
Degree to which employees feel the organization cares about their well-being.
Employee Engagement
An individual’s involvement with, satisfaction with, and enthusiasm for the organization.

8. An Application: Attitude Surveys
Eliciting responses from employees through questionnaires about how they feel about their jobs, people working around, supervision, and the organization.

9. Job Satisfaction
Definition: how people feel about their jobs overall and about different aspects of them -- the extent to which they like their jobs

10. Job Satisfaction Measuring Job Satisfaction
Single global rating
Summation score
How Satisfied Are People in Their Jobs?
In general, people are satisfied with their jobs.
Depends on facets of satisfaction—tend to be less satisfied with pay and promotion opportunities.

11. Causes of Job Satisfaction
Work itself
Pay only influences Job Satisfaction to a point (66%)
Promotion opportunities(60%)
Boss & Co-workers
Personality can influence job satisfaction

12. The Effect of Job Satisfaction on Employee Performance
Satisfaction and Productivity
Satisfied workers are more productive AND more productive workers are more satisfied ?
Worker productivity is higher in organizations with more satisfied workers.
Satisfaction and Absenteeism
Satisfied employees have fewer avoidable absences.
Satisfaction and Turnover
Satisfied employees are less likely to quit.
Organizations take actions to retain high performers and to weed out lower performers.

13. Job Satisfaction and Customer Satisfaction
Satisfied workers provide better customer service if it linked to CS factors
Satisfied employees increase customer satisfaction because:
They are more friendly, upbeat, and responsive.
They are less likely to turnover, which helps build long-term customer relationships.
They are experienced.
Dissatisfied customers increase employee job dissatisfaction.

14. Assessment of Job Satisfaction
Psyc Industrial/Organizational Psychology
Assessment of Job Satisfaction
Job Descriptive Index
work
pay
promotion opportunities
supervision
coworkers
Minnesota Satisfaction Questionnaire
intrinsic satisfaction
extrinsic satisfaction
Job in General Scale
similar to JDI, but measures global job satisfaction
Is global satisfaction the sum of the facets?
JDI and JIG say no
MSQ says yes
Spring 2001 14

15. Antecedents of Job Satisfaction
Psyc Industrial/Organizational Psychology
Antecedents of Job Satisfaction
Environmental antecedents
job characteristics
role variables
role ambiguity
role conflict
Intra-role conflict
Extra-role conflict
Work-family conflict
Pay
Personal antecedents
Personality
negative affectivity
locus of control
Gender
Age
Genetics
Cultural and ethnic differences
Person-job fit
Spring 2001 15

16. Job Characteristics Model (Hackman & Oldman),
Psyc Industrial/Organizational Psychology
Job Characteristics Model (Hackman & Oldman),
skill variety -- how many different skills do I need to perform the job?
task significance -- what kind of an impact does my job have on the lives or work of others?
task identity -- to what extent do I complete a “whole” piece of work instead of a part?
Autonomy -- freedom and independence of action
feedback -- to what degree does my job provide clear information about my effectiveness?
Changes in these five factors change the scope of a job -- its complexity and challenge
Spring 2001 16

17. Potential Effects of Job Satisfaction
Psyc Industrial/Organizational Psychology
job performance
turnover
Absenteeism
health and well being
Job-life satisfaction
spillover hypotheses
compensation hypothesis
segmentation hypothesis
Spring 2001 17

18. Organizational Commitment
Psyc Industrial/Organizational Psychology
Organizational Commitment
Definition: The attachment of the individual to the organization
Mowday et al. (1979): Three components:
Acceptance of organization’s goals
Willingness to work hard for the organization
Desire to stay with the organization
Meyer et al. (1993): three types:
affective
continuance
normative
Spring 2001 18

19. Organizational Commitment (cont.)
Psyc Industrial/Organizational Psychology
Organizational Commitment (cont.)
Assessment
Organizational Commitment Questionnaire (measures the Mowday et al. model)
Three-Component Organizational Commitment Scale (measures the Meyer et al. model)
OC and other variables
Turnover
Job satisfaction
Spring 2001 19

20. How Americans Feel About Their Jobs
Psyc Industrial/Organizational Psychology
How Americans Feel About Their Jobs
Most Americans like their jobs overall (87%)
People are relatively satisfied with the nature of the work itself:
how interesting it is (88%)
having lots of contact with people (91%)
People less happy with rewards
pay (66%)
benefits (67%)
chances for promotion (60%)
Spring 2001 20

21. Assessment of Job Satisfaction
Psyc Industrial/Organizational Psychology
Assessment of Job Satisfaction
Job in General Scale
similar to JDI, but measures global job satisfaction
Is global satisfaction the sum of the facets?
JDI and JIG say no
MSQ says yes
Job Descriptive Index
work
pay
promotion opportunities
supervision
coworkers
Minnesota Satisfaction Questionnaire
intrinsic satisfaction
extrinsic satisfaction
Spring 2001 21

22. Antecedents of Job Satisfaction
Psyc Industrial/Organizational Psychology
Antecedents of Job Satisfaction
Personal antecedents
Personality
negative affectivity
locus of control
Gender
Age
Genetics
Cultural and ethnic differences
Person-job fit
Environmental antecedents
job characteristics
role variables
role ambiguity
role conflict
intrarole conflict
extrarole conflict
Work-family conflict
Pay
Spring 2001 22

23. Job Characteristics Model (Hackman & Oldman,
Psyc Industrial/Organizational Psychology
Job Characteristics Model (Hackman & Oldman,
skill variety -- how many different skills do I need to perform the job?
task significance -- what kind of an impact does my job have on the lives or work of others?
task identity -- to what extent do I complete a “whole” piece of work instead of a part?
Autonomy -- freedom and independence of action
feedback -- to what degree does my job provide clear information about my effectiveness?
Changes in these five factors change the scope of a job -- its complexity and challenge
Spring 2001 23

24. Summary Assessment of job satisfaction Antecedents of job satisfaction
Job Characteristics model
Effects of job satisfaction
Organizational commitment