PSY 255 1nd Edition Lecture 19 Outline of Last Lecture I. Job AttitudesOutline of Current Lecture II. Measuring job Satisfaction III. Performance IV. Withdrawal BehaviorsV. Organizational Commitment VI. Antecedents and Consequences of Commitment Current LectureMeasuring Job Satisfaction- Dimensionalityo General vs. facet satisfaction Issues regarding correspondence & specificity…o Generalo Facet Job Description Index (JDI)- Satisfaction with job tasks, pay, promotion, supervision, co-workers- Overall job-in-general score too Job Diagnostic Survey (JDS)- Satisfaction with pay, security, social factors, supervision, growth- Recent work tries to capture affective component of job satisfactiono Experiential samplingThese 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.o Emotional labor Employees in jobs that require them to display organizationally desired emotions Emotional regulation- Consequences of Job Satisfaction- Remember, attitudes are but one antecedent of behavioro Subjective normso Organizational factors Proper equipment, guidance, information, etc.o Perceived controlPerformance- Job satisfaction  task performanceo r ≈ .30 (meta-analysis) Probably more related to effort put forth on the jobo Reverse causation Performance  job satisfaction- Job satisfaction  contextual performance (OCBs)o Happiness doesn’t matter if you want to keep your job!!!o But, employees have more control over discretionary behaviorso Thus, job satisfaction–OCB relationship is stronger than job satisfaction–task performance r = .30-.50Withdrawal Behaviors- Absenteeismo Steers & Rhodes’ (1978) model looks familiar???o Withdrawal Behaviors- Tardiness (Blau, 1994)o Chronic tardiness predicted by job satisfaction But environmental constraints probably more important for lateness- Turnovero Traditional models Turnover due to ease of leaving and/or desirability of leaving ( low job sat)o Lee et al. (1996) unfolding model Turnover due to ‘shocks’ OR low job satisfaction- Example shocks: sexual harassment, job offers (to self or spouse), bad leaders, unfairness, job changes, etc.• Counterproductive Work Behaviors: Behaviors that cause or intend to cause harm to the organization, its employees, or stakeholderso Theft, sabotage, misuse of info or time or resources, physical or verbal abuse, unsafe behavior, poor attendance or workOrganizational Commitment (OC)- Relative strength of employee identification with and involvement in an organizationo Most popular attitude other than job satisfaction- Three typeso Affective OC Accept organization goals & values, exert effort on organization’s behalf, and strong desire to remain Emotional attachmento Continuance OC Commitment based on costs associated with leaving Few alternatives and sacrificed investmentso Normative OC perceived obligation to remain- Still exists??? Moral attachmentAntecedents of Commitment- Organizational mechanismso Show organization is supportive of employees and bolster ‘team spirit’ Socialization- Logos, insignias, ‘flare’ Newsletters, promotions Reward systems Organizational justice Perceived organizational support- Personal characteristicso Age (“+”) and tenure (“+”)o Self-concept (individual vs. collective)o Job level (“+”)o Stress (“–”)- Social factorso Leader–subordinate relations Leader as a lens through which employees perceive the organizationo Relations with co-workerso Role conflict and ambiguityConsequences of Commitment- Job performanceo Don’t expect a large relationship!o Task performance r = .15–.25o Contextual performance (OCBs) AOC > NOC > COC (“–”)- Withdrawalo Absenteeism Related to AOC, but not COCo Turnover  Commitment entails desire to remain! Commitment “–” related to intent to search, intent to leave, and turnover- Expected to have “-” relationship with CWBo But little empirical work exists to test the relationship- Other Attitudes- Job involvemento Cognitive engagement in one’s jobo Targets specific jobso Workaholism- Work centralityo Importance of work to one’s self- *both are important