PSY 3711 1st Edition Lecture 21Outline of Last Lecture I. Kluger & DeNisi (1996II. Acceptance of feedbackIII. MentoringIV. CoachingOutline of Current LectureI. Criteria for I/O PsychologyII. What are attitudesIII. Job satisfactionIV. Overall job attitudesV. InterventionsVI. Outcomes of job satisfactionCurrent LectureI. Criteria for I/O Psychologya. Up until now we have focused primarily on understanding and predicting twoimportant workplace criteria  job performance and turnoverb. These are more Industrial than Organizationalc. These are criteria of particular interest to organizations and employersd. Employee focused criteriai. Shift focus to understanding employee focused criteria  job satisfaction, stress, health, well-being, work-family balanceThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.ii. Traditional focus of organizational psychologyiii. Criteria are more concern for employees than employersII. What are attitudesa. Favorable or unfavorable evaluation of somethingb. 3 componentsi. target  they are about something (e.g. my boss)ii. belief about the target (e.g. my boss is always checking up on me)iii. Evaluative/affective response to the target (e.g. my boss is annoying and makes me angry, my boss cares about me and I like him/her)c. Attitudes influence behaviorsi. Beliefs  responses  behavioral intentionsii. My boss is boring  my job sucks  I’m going to quitiii. Could come from many sources  evaluation of earlier belief  intention based on earlier evaluation d. Major job attitudesi. Job satisfactionii. Organizational commitmentiii. Employee engagementiv. Job involvement v. Turnover intentionsIII. Job satisfactiona. How people feel about jobsi. Overallii. Work itselfiii. Pay and promotionsiv. Coworks and supervisorsb. Includes cognitive evaluations  my job is good overall. It pays well. The work is interesting, my coworkers and supervisor are nice. c. Includes affective responses  I feel happy and excited at work frequentlyd. Organizational commitmenti. Strength of an individual’s identification and involvement with a particular organizationii. Individuals acceptance of organizational values and goalsiii. Emotional attachment to the organizationiv. Feeling of obligation to the organizationv. Desire to remain in the organizatione. Turnover intentionsi. Whether an individual wants to or is planning to leave the organizationii. Intentions do not always lead to actions1. Across variety of different behaviors, intentions predict action about p=.502. Why might turnover intentions not lead to actual turnover behavior?iii. Engagement and involvement1. Feelings vigor, dedication, enthusiasm, and absorption with one’s work2. Engaged employees are excited about the work they do, passionate, and are easily able to focus attention on their tasksa. Related to the idea of “calling”b. Engagement researchers (and marketers) try to contrast engagement with satisfaction by saying that job satisfaction is passive, while engagement is activeIV. Overall job attitudesa. All job attitudes are highly correlatedb. A satisfied employee is also committed and engagedc. The same intervention and traits will tend to influence all job attitudesd. How do we measure job attitudesi. Job attitudes can be measured in two waysii. Global/overall measures: job satisfaction in general, overall feeling towards one’s jobiii. Job in general scale: “is your job….”  pleasant, bad, great, waste of time, worthwhile, acceptable, disagreeable, etc.iv. Composite of facet measures  job satisfaction is a total score of attitudes towards parts of the jobv. Job descriptive index has scales for  satisfaction with supervisor, coworkers, pay, promotions, work itselfvi. Overall measures are most related to work itselfvii. Overall and composite measures are correlated around p=.87viii. Single item overall measures1. Very popular2. Not as unrealiable3. Overall, on a scale from 1-10, how satisfied are you with your jobix. Job descriptive index1. Most popular and widely validated job satisfaction measures2. Supervision  supportive, hard to please, lazy, intelligent3. Work itself  routine, boring, challenging, rewarding4. Coworkers  responsible, likeable, frustrating, stupid5. Pay  fair, comfortable, enough to live on, underpaide. What are the antecedents of job attitudesi. Individual: personality traits and emotionsii. Environmental: job characteristics, stress, work-family balance, interventionsiii. Both person and the situation interact to produce job attitudesiv. Core self evaluations: compound personality trait; overall evaluations a person has about themselves, their competence, and their quality as a personf. What are the consequences or outcomes of job attitudesi. Job satisfaction is quite stable over timeii. A variety of individual differences are good predictors of job satisfactioniii. These traits are partly genetically determinediv. Some people may be dissatisfied with any job they work inV. Interventionsa. A variety of interventions have been designed to increase job satisfactionb. Interventions work a lot like trainingi. Identify the sources of job dissatisfactionii. Address the causes (e.g. perceived unfairness, lack of flexibility)c. Research has examined mindfulness interventiosn designed to help people reframe their negative attitudes (d=.50)VI. Outcomes of job satisfactiona. Overall correlation between job attitudes and all positive work behaviors is p=.51b. Attitudse are good at predicting very general outcomes, but other factos (ability, training, interventions) are still very