U NDERSTA NDING

EMPLO Y EE
AT T IT U DES
J O B S AT I S F A C T I O N
T H E AT T I T U D E E M P L OY E E S H AV E
T O WA R D T H E I R J O B S
O R G A N I Z AT I O N A L
COMMITMENT
T H E E X T E N T TO W H I C H A N E M P L OY E E
I D E N T I F I E S W I T H A N D I S I N V O LV E D
W I T H A N O R G A N I Z AT I O N
3 MOTIVATION FACETS
• AFFECTIVE COMMITMENT: The extent to which an employee wants to remain with an
organization and cares about the organization
• CONTINUANCE COMMITMENT: The extent to which employees believe they must remain
with an organization due to the time, expense and effort they have already put into the
organization
• NORMATIVE COMMITMENT: The extent to which employees feel and obligation to remain
with an organization
THEORIES
INDIVIDUAL DIFFERENCE THEORY
• GENETIC PREDISPOSITIONS
– Inherited personality traits such as negative affectivity are related to our tendency to be satisfied
with jobs
• CORE SELF-EVALUATION
– 4 personality variables related to predisposition to be satisfied:
• Emotional stability
• Self-esteem
• Self-efficacy
• Internal locus of control: The extent to which people believe that the yare responsible for and in control of
their success or failure in life

• CULTURE
• INTELLIGENCE
– Bright people have slightly lower job satisfaction in jobs that are not complex
INDIVIDUAL DIFFERENCE THEORY
• LIFE SATISFACTION
– People who are satisfied with their jobs tend to be satisfied with life
– High levels of life satisfaction is associated with high levels of job satisfaction
– Satisfaction with one’s job ‘spills over” into other aspects of life and satisfaction with other aspects
of life spills over into satisfaction with one’s job
DISCREPANCY THEORY
• If there is a discrepancy between needs, values and expectations and the reality of of the job,
employees will become dissatisfied and less motivated
• When employees expectations are not me, lower job satisfaction
• Ensure that applicants have realistic job expectations
• Psychological contracts: Organization’s promises and obligations toward the employees
MASLOW’S NEEDS THEORY:
SE L F-ACTUAL IZ ATION

JOB CHARACTERISTICS THEORY:

CERTAIN CH ARACTERISTICS OF A JOB W IL L M AKE TH E JOB M ORE OR
L ESS SATISFYIN G , DEPEN DIN G ON TH E PARTICUL AR N EEDS OF TH E
WORKER
M EAN IN G FUL , AUTON OM Y, FEEDBACK
QUAL ITY CIRCL ES

FACETS THEORY
O R GA N I Z ATI O N A L FI T
-EXTEN T TO W H ICH TH EIR VAL UES, IN TERESTS, PERSON AL ITY,
L IFESTYL E, AN D SKIL L S M ATCH TH EIR VOCATION , JOB, ORG AN IZ ATION ,
COWORKERS, AN D SUPERVISOR
SOCIAL INFORMATION PROCESSING THEORY
-EM PL OYEES M ODEL TH EIR L EVEL S OF SATISFACTION AN D M OTIVATION
FROM OTH ER EM PL OYEES
-SOCIAL L EARN IN G TH EORY
-EFFECT OF TH E SOCIAL EN VIRON M EN T ON EM PL OYEE ATTITUDES AN D
BE H AVIORS

EQUITY THEORY
EM PL OYEES W IL L BE SATISFIED IF TH EIR RATIO OF EFFORT TO REWARD IS
SIM IL AR TO TH AT OF OTH ER EM PL OYEES

ORGANIZATIONAL JUSTICE THEORY

-PE RCEIVED FAIRN ESS OF DECISION S M ADE IN AN ORG AN IZ ATION
-ORG AN IZ ATION AL JUSTICE, DISTRIBUTIVE JUSTICE & IN TERACTION AL
JUSTICE
MEASUREMENTS
FACES SCALE
RATERS PL ACE A M ARK UN DER A FACIAL EXPRESSION TH AT IS M OST
SIM IL AR TO TH E WAY TH EY FEEL ABOUT TH EIR JOBS

JOB DESCRIPTIVE INDEX

SUPERVISION , PAY, PROM OTION AL OPPORTUN ITIES, COWORKERS &
WORK

MINNESOTA SATISFACTION QUESTIONNAIRE

20 DIM EN SION S

JOB IN GENERAL SCORE

A M EASURE OF TH E OVERAL L L EVEL OF JOB SATISFACTION
NAGY JOB SATISFACTION SCALE
TWO QUESTION S PER FACET: H OW IM PORTAN T TO TH E EM PL OYEE &
SATISFACTION W ITH TH E FACET

ALLAN & MEYER SURVEY

AFFECTIVE COM M ITM EN T, CON TIN UAN CE COM M ITM EN T & N ORM ATIVE
COM M ITM EN T

ORGANIZATIONAL COMMITMENT QUESTIONNAIRE

M EASURE 3 COM M ITM EN T FACTORS: ACCEPTAN CE OF ORG AN IZ ATION ’S
VAL UES AN D G OAL S, W IL L IN G N ESS TO WORK TO H EL P TH E
ORG AN IZ ATION & DESIRE TO REM AIN W ITH TH E ORG AN IZ ATION

ORGANIZATIONAL COMMITMENT SCALE

M EASURE 3 COM M ITM EN T FACTORS: IDEN TIFICATION , EXCH AN G E &
AFFIL IATION
CONSEQUENCES OF
D I S S AT I S F A C T I O N
AND OTHER
N E G AT I V E W O R K
AT T I T U D E S
ABSENTEEISM
• REWARDS FOR ATTENDING
– Well pay: Employees are paid for their unused sick leave
– Financial Bonus: Employees who meet an attendance standard are given a cash reward
– Games: Games such as poker and bingo are used to reward employee attendance
– Paid time off (PTO): All paid vacations, sick day, holidays and so forth are combine
• Can “bank” time off to use at a later date
– Recognition programs
• DISCIPLINE
– Warning & less popular work assignment to firing an employee
• CLEANING UP & BETTER RECORD KEEPING
– Counting days missed or frequency
ABSENTEEISM
• REDUCE EMPLOYEE STRESS
– Reduce absenteeism by removing the negative factors employees associate with going to work
– The greater the job stress, the lower the job satisfaction and commitment and the greater the
probability that most people will want to skip work
• REDUCE ILLNESS
– Implement wellness programs
– Reward employees who are healthy
• NOT HIRING “ABSENCE-PRONE” EMPLOYEES
– Certain types of people are more likely to miss work than others
• MAKING WORK ACCESSIBLE
TURNOVER
• COST OF TURNOVER
– Employees with low job satisfaction and low organizational commitment are more likely to quit their
jobs and change careers.
– Cost of losing an employee is estimated at 1.5 times the employee’s salary
– Advertising charges, employment agency fees, referral bonuses, recruitment travel costs, salries and
benefits associated with the employee
– Overtime of other employees covering for the duties of the vacant position
• REASONS WHY EMPLOYEES LEAVE
– Unavoidable Reasons
– Advancement
– Unmet needs
– Escape
– Unmet Expectations
COUNTERPRODUCTIVE BEHAVIORS
• Aimed at individuals
– Gossip, playing negative politics, harassment, incivility, workplace violence, bullying
• Aimed at the organization
– Theft and sabotage
LACK OF ORGANIZATIONAL CITIZENSHIP
BEHAVIORS
• Behaviors that are not part of an employee’s job but which make the organization a better
place to work.