2. Definition
• Job satisfaction as a positive feeling about a
job resulting from an evaluation of its
characteristics.
• What causes satisfaction/ Determinants of Job
Satisfaction
Personal Factors
Environment Factors
5. Employee Responses to Dissatisfaction
• Exit: Behavior directed toward leaving the organization,
including looking for a new position as well as resigning.
• Voice: Actively and constructively attempting to improve
conditions, including suggesting improvements, discussing
problems with superiors, and some forms of union activity.
• Loyalty: Passively but optimistically waiting for conditions to
improve, including speaking up for the organization in the
face of external criticism, and trusting the organization and
its management to “do the right thing.”
• Neglect: Passively allowing conditions to worsen, including
chronic absenteeism or lateness, reduced effort, and
increased error rate.
6. • Exit and neglect behaviors encompass our performance
variables—productivity, absenteeism, and turnover.
• Voice and loyalty are constructive behaviors allow
individuals to tolerate unpleasant situations or to revive
satisfactory working conditions. It helps us to
understand situations, such as those sometimes found
among unionized workers, where low job satisfaction is
coupled with low turnover.
7. Employee Responses to Dissatisfaction
Exit
• Behavior directed
toward leaving
the organization
Voice
• Active and
constructive
attempts to
improve
conditions
Neglect
• Allowing
conditions to
worsen
Loyalty
• Passively waiting
for conditions to
improve
Active
Passive
ConstructiveDestructive
8. Impact of Satisfied and Dissatisfied
Employees on the Workplace
• Job Performance
– Satisfied workers are more productive AND more
productive workers are more satisfied.
• Organizational Citizenship Behaviors
– Satisfaction influences OCB moderately correlated
• Customer Satisfaction
– Satisfied frontline employees increase customer
satisfaction and loyalty.
• Absenteeism
– Satisfied employees are moderately less likely to miss
work.
9. • Turnover
– Satisfied employees are less likely to quit.
– Many moderating variables in this relationship.
• Economic environment and tenure
• Organizational actions taken to retain high performers
and to weed out lower performers
• Workplace Deviance
– Dissatisfied workers are more likely to unionize,
abuse substances, steal, be tardy, and withdraw.
