Values, Attitudes & Job Satisfaction

1. 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

2. 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.

3. 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.

4. Job Satisfaction The Theory of Cognitive Dissonance 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

5. 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

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

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

8. 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.

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

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

11. 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.

12. 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

13. 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.

14. Job Satisfaction and Customer Satisfaction • 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.

15. 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

16. 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

17. 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

18. Potential Effects of Job Satisfaction job performance turnover Absenteeism health and well being Job-life satisfaction spillover hypotheses compensation hypothesis segmentation hypothesis

19. 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

20. 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

21. 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%)

22. 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

23. Antecedents of Job Satisfaction Environmental antecedents job characteristics role variables role ambiguity role conflict intrarole conflict extrarole conflict Work-family conflict Pay Personal antecedents Personality negative affectivity locus of control Gender Age Genetics Cultural and ethnic differences Person-job fit

24. 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

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