1. JOB SATISFICATION
AND MORALE

2. Chapter Objectives To understand:
The nature of attitudes and job satisfaction
The relationship between performance and satisfaction
Job involvement and organizational commitment
Some positive and negative effects of employee attitudes
Benefits of studying employee attitudes
Design and use of job satisfaction surveys

3. Activity 1
how many people in class believe that more than 75% of the people in this country are generally satisfied with their jobs;
(2) how many believe that more than 50% are satisfied;
(3) more than 25%;
less than 25%.
Past experience indicates that most students vote for the 25%
or 50% levels, believing job satisfaction is far lower than the
data indicate. Discuss the reasons for their estimates
emphasizing:
the differences between their needs and the needs of workers “in general”;
possible selective perception by both themselves and the media; and

4. Introduction Negative attitudes are: A symptom of underlying problems
A contributing cause of forthcoming difficulties
Linked to reduced organizational competitiveness

5. The Nature of Employee Attitudes
Attitudes are the feelings and beliefs that largely
determine how employees will:
Perceive their environment
Commit themselves to intended actions
Ultimately behave
Mangers are interested in the nature of the attitudes of
their employees toward:
Their jobs
Their careers
The organization itself

6. The Nature of Employee Attitudes Cont
Employees differ in their personal dispositions
Positive affectivity:
optimistic, upbeat, cheerful,
Negative affectivity:
pessimistic, downbeat, irritable

7. Job Satisfaction Elements
Job satisfaction is a set of favorable or unfavorable feelings and emotions, with which employees view their work
Feelings (like or dislike), thoughts (belief), and intentions
Individual Focus
Job satisfaction is an individual’s attitude
Moral is group satisfaction

8. Important aspects of job satisfaction include…
Pay
One’s supervisor
The nature of the tasks performed
An employee’s coworkers or team
The immediate working conditions

9. Job Satisfaction Stability of Job Satisfaction
Attitudes are acquired over time
Satisfaction or dissatisfaction emerges as an employees gains information about the workplace
Satisfaction can vary and can decline more quickly than it is developed
Managers cannot establish conditions leading to high satisfaction now and then later neglect it
Job satisfaction influences general life satisfaction

10. Job Satisfaction Importance
Apply knowledge of organizational behavior to build better organizations
Both individuals and society benefit
Questions that should be asked…
Is there room for improvement?
Which employees are the most dissatisfied?
What other attitudes besides job satisfaction should be studied?
What are the effects of negative employee attitudes?
How can information about attitudes be gained?
How can knowledge of employee attitudes be used constructively?

11. Level of Job Satisfaction
Was historically high and stable in the U.S.
Only 50 percent of those currently in the workforce report job satisfaction (From CEO $750k to pizza man)
Variables revolve around age, occupational level, and organizational size
As workers grow older, they lower their expectations and adjust better to their working conditions
They are better paid, have better working conditions, and hold jobs that make fuller use of their abilities

12. Organizational Commitment
Employees can choose to be involved, committed,
and positive
Commitment is stronger among:
Longer-term employees
Those with personal success in the organization
Those working within a committed group
Organizationally committed employees:
Have good attendance
Adhere to company policies
Have lower turnover rates

13. Organizational Commitment
Inhibiting Factors
Excessive blaming
Insincere gratitude
Failure to follow through
Inconsistencies
Inflated egos and bullying

14. Organizational Commitment
Stimulating Factors
Clarity of rules and policies
Investments in employees
Respect and appreciation for efforts
Employee participation and autonomy
Making employees feel valued

15. Work Moods Variable, highly dynamic attitudes toward a job
Positive moods produce energy, passion, and enthusiasm
Results in better customer service, lower absenteeism, greater creativity, and interpersonal cooperation
Work moods are directly affected by managerial
actions
Praise, fun atmosphere, pleasant surroundings, social interaction

16. Effects of Employee Attitudes
Negative attitudes help predict undesirable behaviors
Dissatisfied employees engage in:
Psychological withdrawal
Physical withdrawal
Aggression
Positive attitudes help predict constructive behaviors
Satisfied employees:
Go beyond the call of duty
Have good work records
Actively pursue excellence

17. Employee Performance High satisfaction does not guarantee high

18. Satisfied employees are less likely to quit
Turnover
Negative effects of turnover:
Separation costs
Training costs
Vacancy and replacement costs
Morale effects
Functional effects of turnover:
More opportunities for internal promotion
Removal of disruptive employees
Satisfied employees are less likely to quit

19. Products of Employee-Organization Attitudes

20. Theft Acts of Theft Using company services without authorization Fraud
Unauthorized removal of company resources
Causes
Reestablishing lost equity
Revenge for ill treatment
Severe dissatisfaction

21. Bending the Rules
Intentionally interpreting organizational policies to obtain personal gain, often committed by dissatisfied employees

22. Factors that encourage ethical behavior…
Fear of job loss
Damage to reputation
Personal code of conduct
Creating an unwanted precedent
Personal embarrassment
Losing face with colleagues
Factors that encourage unethical behavior…
Performance pressures
Egotistic “can-do” attitude
Ambiguous rules
Emergency situations
Social pressures
Paying back a favor

23. Violence One of the most extreme consequences of
employee dissatisfaction
Millions of workers are victims annually
Many more live under the direct or perceived threat of harm
Work stress can be both a cause of violence
Cost to U.S. businesses is $36 billion per year
Managers must be on the lookout for signs of potential violence and take preventive action

24. Other Effects of Attitudes
Negative Effects
Low productivity, turnover, theft, and violence
Positive Effects
Organizational citizenship behaviors
“Good Soldier” Motivation
Personality traits
Desire for special recognition or rewards
Image enhancement

25. Studying Job Satisfaction
A job satisfaction survey can:
Identify broad employee problems
Indicate levels of satisfaction
Improve the flow of communication
Serve as an emotional release
Identify training needs
Help managers plan and monitor new programs

26. Ideal Survey Conditions
Desired Prerequisites
Top management support
Employees are involved in survey planning
Past surveys produced noticeable changes
A clear objective exists
Study standards are consistent with sound research
Management is willing/able to follow-up
Both the results and action plans are communicated to employees

27. Other Job Satisfaction Information
Daily Contacts and Existing Data

28. Changing Employee Attitudes
Tie rewards to performance
Set challenging goals
Define clear expectations
Use active listening skills
Provide frequent feedback regarding performance
Show concern for employee feelings
Allow employees to participate in decision making
Show appreciation for effort and citizenship