MGT 305 1st Edition Lecture 6 Outline of Last Lecture I What are theories and how are they developed II Organizational Behaviors III Employee attitudes IV Festinger s Cognitive Dissonance Theory Outline of Current Lecture I Predictors of job satisfaction A Job characteristics B Internal Dispositions II Outcomes of job satisfaction III Organizational Commitment A 3 components B Main outcomes Current Lecture Chapter 15 Understanding Individual Behavior Predictors of Job Satisfaction Job characteristics Job satisfaction is determined by cognitive evaluations individuals make about job and organization Job Characteristics Theory if we can improve characteristics of a job this will lead to better psychological states and more job satisfaction o People make internal comparisons evaluate what they are being provided versus what they want o Range of affect theory people differentially weigh different job characteristics Internal Dispositions some employees have tendency to be satisfied whereas others have tendency to be dissatisfied Positive and negative affectivity these are traits of an individual that are relatively stable throughout their life Outcomes of Job Satisfaction Other job attitudes involvement organization etc Behaviors o Absenteeism o Turnover o Job performance o OCBs o Workplace deviance Organizational Commitment Extent to which employees are dedicated to their employing organizations and are willing to work on their behalf and the likelihood they will stay 3 components types o Affective affection for your job o Continuance based on the idea that employees make an investment in a job decide they will commit because it s too risky to leave o Normative sense of obligation to stay Main outcome Higher retention rate low turnover High performance Other job attitudes Job involvement o Identification with the job how much the employee actively participates in it and considers his her job performance to be important to self worth Engagement o Wanting to be present connected to satisfied with and enthusiastic about the job Perceived organizational supervisor support o Feeling valued supported and cared about Perceived fairness o Distributive justice how fair rewards at work are o Procedural justice how fair you perceive the process of decision making should you get the promotion o Interactional justice how you re treated how decisions are communicates
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