Job Satisfaction A collection of positive and/or negative feelings that an individual holds toward his or her job. Job Involvement Identifying with the job, actively participating in it, and considering performance important to self-worth.
Organizational Commitment Identifying with a particular organization and its goals, and wishing to maintain membership in the organization (Affective, Normative, and Continuance Commitment)
What is the importance of attitudes to workplace diversity?
Components of attitudes Cognitive = evaluation My superior gave a promotion to a coworker who deserved it less than me. My supervisor is unfair . Affective = feeling I dislike my supervisor! Behavioral = action I’m looking for other work; I’ve complained about my supervisor to anyone who would listen. Negative attitude toward supervisor
After about $40,000 a year, there is no relationship between amount of pay and job satisfaction.
people who are poor or who live in poor countries, pay does correlate with job satisfaction and with overall happiness. But once an individual reaches a level of comfortable living, the relationship virtually disappears.
Personality can influence job satisfaction:
Negative people are usually not satisfied with their jobs
The impact of dissatisfied and satisfied employees on the workplace
Dissatisfaction expressed through behavior directed toward leaving the organization.
Dissatisfaction expressed through active and constructive attempts to improve conditions.
Dissatisfaction expressed by passively waiting for conditions to improve.
Dissatisfaction expressed through allowing conditions to worsen .
Satisfied employees would seem more likely to talk positively about the organization, help others, and go beyond the normal expectations in their job. More recent evidence however, suggests that satisfaction influences OCB, but through perceptions of fairness.
Satisfied employees who feel fairly treated by and are trusting of the organization are more willing to engage in behaviors that go beyond the normal expectations of their job
Satisfaction is also negatively related to turnover, but the correlation is stronger than what we found for absenteeism. Evidence indicates that an important moderator of the satisfaction-turnover relationship is the employee’s level of performance. Level of satisfaction is less important in predicting turnover for superior performers.
Satisfied employees are less likely to quit
Organizations take actions to retain high performers and to weed out lower performers.
Job dissatisfaction predicts a lot of specific behaviors, including unionization attempts, substance abuse, stealing at work, undue socializing, and tardiness.
If employers want to control the undesirable consequences of job dissatisfaction, they had best attack the source of the problem – dissatisfaction – rather than trying to control the different responses .