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CSU MGT 305 - Job satisfaction and Organizational Commitment

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Predictors of Job SatisfactionJob characteristics- Job satisfaction is determined by cognitive evaluations individuals make about job and organizationJob Characteristics Theory- if we can improve characteristics of a job this will lead to better psychological states and more job satisfactionPeople make internal comparisons, evaluate what they are being provided versus what they wantRange of affect theory- people differentially weigh different job characteristicsInternal Dispositions- some employees have tendency to be satisfied whereas others have tendency to be dissatisfiedPositive and negative affectivity, these are traits of an individual that are relatively stable throughout their lifeOutcomes of Job SatisfactionOther job attitudes- involvement, organization, etc.Behaviors:AbsenteeismTurnoverJob performanceOCBsWorkplace devianceOrganizational CommitmentExtent to which employees are dedicated to their employing organizations and are willing to work on their behalf, and the likelihood they will stay3 components/types:Affective- affection for your jobContinuance- based on the idea that employees make an investment in a job, decide they will commit because it’s too risky to leaveNormative- sense of obligation to stayMain outcome:Higher retention rate (low turnover)High performanceOther job attitudesJob involvementIdentification with the job, how much the employee actively participates in it and considers his/her job performance to be important to self worthEngagementWanting to be present, connected to, satisfied with and enthusiastic about the jobPerceived organizational/supervisor supportFeeling valued, supported, and cared aboutPerceived fairnessDistributive justice- how fair rewards at work areProcedural justice- how fair you perceive the process of decision making (should you get the promotion?)Interactional justice- how you’re treated, how decisions are communicatesLecture 6 Outline of Last Lecture I. What are theories and how are they developedII. Organizational BehaviorsIII. Employee attitudesIV. Festinger’s Cognitive Dissonance TheoryOutline of Current Lecture I. Predictors of job satisfactionA. Job characteristicsB. Internal DispositionsII. Outcomes of job satisfactionIII. Organizational CommitmentA. 3 componentsB. Main outcomesCurrent Lecture- Chapter 15: Understanding Individual Behavior MGT 305 1st Edition 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 satisfactiono People make internal comparisons, evaluate what they are being provided versus what they wanto 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 Absenteeismo Turnovero Job performanceo OCBso 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 jobo Continuance- based on the idea that employees make an investment in a job, decide they will commit because it’s too risky to leaveo Normative- sense of obligation to stayMain outcome:- Higher retention rate (low turnover)- High performanceOther job attitudes- Job involvemento Identification with the job, how much the employee actively participates in it and considers his/her job performance to be important to self worth- Engagemento Wanting to be present, connected to, satisfied with and enthusiastic about the job- Perceived organizational/supervisor supporto Feeling valued, supported, and cared about- Perceived fairnesso Distributive justice- how fair rewards at work areo 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


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