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

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

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

4. 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?

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

7. 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”

8. 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

9. 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

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

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

14. 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.

15. Perceived Organizational Embeddedness

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

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

19. Variables
Respect
Gratitude
POE

20. 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

21. 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

22. 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

23. GRATITUDE
RESPECT
.36
.61
POE
TURNOVER
-.22

24. 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

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

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

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

28. What is ostracism?
What is considered unethical?

30. 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.

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

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

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

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

35. 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

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

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

38. 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.