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Purdue OBHR 330 - OBHR 330 - Job Satisfaction

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6 – Job SatisfactionLecture Outline3 Components of Attitudes3 Perspectives on Defining Job Satisfaction5 Valued Facets of Jobs5 Valued Facets of Jobs5 Valued Facets of Jobs5 Valued Facets of Jobs5 Valued Facets of JobsThree Critical Psychological StatesMood & EmotionsImportance of Job SatisfactionImportance of Job Satisfaction6 – Job Satisfaction Chapter 4OBHR:33000 Organizational BehaviorProfessor HabashiCh. 4 LearnSmart & Quiz Available: 9/17-9/24Lecture Outline• Introduction to Work Related Attitudes• Defining Job Satisfaction– Job Satisfaction & Values– Job Satisfaction & Psychological States– Job Satisfaction & Two-factors• Factors affecting Job Satisfaction• Importance of Job SatisfactionIntroduction to Work Related Attitudes• Attitude -- “Psychological tendency that is expressed by evaluating a particular entity withsome degree of favor or disfavor.” (Eagly & Chaiken, 1993).• “Tendency”– attitudes may change or stay the same• “Particular Entity”– often called “attitude object”– can be anything one chooses to evaluate– person, place, thing, product, etc.– can be concrete (e.g., Pepsi) or abstract– (e.g., equality)• Work related attitudes are attitudes relating to any aspect of work or work settingsIntroduction to Work Related Attitudes3 Components of Attitudes 1. Affective- emotional reactions and feelings toward your job2. Behavioral – behavior or actions toward your job– I go to work everyday3. Cognitive – thoughts & beliefs about yourjob– being a software engineer is an importantoccupationIntroduction to Work RelatedAttitudesAttitude• More stable• Can be based on emotion, cognition, orbehaviorEmotion- More fleeting- Based on physiological emotion statesDefining Job Satisfaction• Positive and negative evaluation of one’sjob– Based on both attitudes and emotions in theworkplace• Describes the level of content a personhas with their job• Jumped up in the last few years– 2013 to 2016 81% to 88%3 Perspectives on Defining Job Satisfaction • Job satisfaction as a function of values• Job satisfaction as a function ofpsychological states• Job satisfaction as a function of two factorsJob Satisfaction & Values• Value-Percept Theory of Satisfaction– Job satisfaction depends on the match between valued outcomes and the availabilityof those outcomes .– Discrepancy = dissatisfaction– Size of discrepancy depends on the importance of the outcomeDiscrepancy = (Vwant - Vhave) x (Vimportance)5 Valued Facets of Jobs 1. Pay Satisfaction– Feelings about pay, does desired = actual?– Based on 2 considerations:• Amount of work done• Comparable colleagues5 Valued Facets of Jobs 2. Promotion Satisfaction– Does the organization offer the opportunity forgrowth?– Based on 2 considerations:• Organizations promotion policies (explicit and implicit)• Execution of those policies5 Valued Facets of Jobs 3. Supervision Satisfaction– Feelings about boss– Based on 2 considerations:• Can they help employee attain their values?• Are they likable?5 Valued Facets of Jobs 4. Coworker Satisfaction– Feelings about coworkers– Based on 2 considerations:• Do I like being around them?• Can they help me do my job?5 Valued Facets of Jobs 5. Satisfaction with the Work Itself– Feelings about tasks and responsibilities– Based on 2 considerations:• Are tasks challenging and interesting?• Are tasks using key skills, not repetitive?• Which is most important?– Satisfaction with the work itself has the highest correlationw job satisfaction– Focuses on what you do, not the outcomes of what you do.• Which is least important?– Pay has lowest correlation w job satisfaction• The aspect/facet we think about least oftenJob Satisfaction & Psychological States• Job Characteristics Model• Focuses on the work itself• Ignores the outcomes and external factors of work (pay, friendships, etc.)• Identifies 5 core characteristics of jobs, that lead to 3 psychological statesJob Characteristics Model (Hackman& Oldham,1976)5 Core Job Characteristics - Variety- Identity (how important is your position to organization)- Significance (how important is your position to society)- Autonomy (freedom in job)- FeedbackThree Critical Psychological States 1) Experienced Meaningfulness• Variety • Identity• Significance2) Experienced Responsibility• Autonomy3) Knowledge of Results of Work Activities• Feedback• Growth-Need Strength–individuals need and desire for personal growth and development in job– Affects whether this model successfullypredicts motivation for each individual employee– Interactive effectC1itcal psychological st atesCore j ob dimensionsPersonal and\vork outcomesSkill varietyExperiencedHigh internalTask identity meaningfulnesswork motivationof workTask significanceExperiencedHigh-qualit ywork performanceAu tonomyresponsibilityfor outcomesHigh satisfactionof workwi.th workFeedbackKnowledge of------------actual results ofwork activitiesLow absenteeisn1 andturnoverEtnployee growthneed strength.,.... .C2'006 WadswoM -Thomson}PURDUEK R A N N E R TSCHOOL OF MANAGEMENTJob Satisfaction & Two-factorsHertzberg’s Two Factor Theory (Herzberg,1966)• Jobs that motivate contain two factors:1) Motivators– Factors related to content of job– Factors that when present lead to jobsatisfaction–Include: responsibility, recognition, advancement, growthHertzberg’s Two Factor Theory • Jobs motivate based on two factors:2) Hygienes– Factors related to context of job– Factors that when absent create job dissatisfaction– Include: safety, interpersonal relationships,salary, good working conditions– However, strong motivators can make up forweak hygiene factors• Not a lot of research support for this theory– Distinguishing motivators and hygienesdifficult– Do not seem to be two distinct factors – Researchers disregard it, but consultants still use itDefining Job Satisfaction• Both Job Characteristics Model & Two-Factor Theory are used for:– Job enrichment programs• Expanding job responsibilities to give employees greater role in planning, executing, and evaluatingwork.–


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