Professional Documents
Culture Documents
Yeganeh Majidi
NOV. 2015
Take a second…
1. The work
itself
3. Growth and
2. Pay upward
mobility
6. Attitude
4. Supervision 5. Co-workers toward work
Topics
Work Values.
Work Attitudes.
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What is Job satisfaction?
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Work Values
A worker’s personal conviction about what outcomes
one should expect from his works and how one
should behave at work.
The most general and long-lasting feelings and
beliefs people have that contribute to how they
experience work.
Values can be intrinsic (i.e., related to the nature of
work itself) or extrinsic (i.e., related to the
consequences of work).
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Intrinsic vs. Extrinsic Work Values
Intrinsic Values Extrinsic Values
Interesting work High pay
Challenging work Job security
Learning new things Job benefits
Making important contributions Status in wider community
Responsibility and autonomy Social contacts
Being creative Time with family
Time for hobbies
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Work Attitudes
Collections of feelings, beliefs, and
thoughts about how to behave that people
currently hold about their jobs and
organizations.
Compared to values, attitudes are
More specific
Not as long lasting
Specific work attitudes:
Job satisfaction is the collection of feelings and
beliefs that people have about their current jobs.
Organizational commitment is the collection of
feelings and beliefs that people have about their
organizations as a whole.
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Theories of Job Satisfaction
Each theory of job satisfaction takes into account
one or more of the four main determinants of job
satisfaction and specifies, in more detail, what
causes one worker to be satisfied with a job and
another to be dissatisfied.
Influential theories of job satisfaction include
The Facet Model
Herzberg’s Motivator-Hygiene Theory
The Discrepancy Model
The Steady-State Theory
These different theoretical approaches should be
viewed as complementary.
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The Facet Model
Focuses primarily on work situation factors by
breaking a job into its component elements, or
job facets, and looking at how satisfied workers
are with each.
A worker’s overall job satisfaction is determined
by summing his or her satisfaction with each
facet of the job.
Sample job facets:
Ability utilization: the extent to which the job allows
one to use one’s abilities.
Activity: being able to keep busy on the job.
Human relations supervision: the interpersonal skills
of one’s boss.
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Herzberg’s Motivator-Hygiene Theory
When motivator needs are met, workers will be satisfied; when these
When hygiene needs are met, workers will not be dissatisfied; when these
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Herzberg’s Motivator-Hygiene Theory
Every worker has two sets of needs or
requirements: motivator needs and hygiene
needs.
Motivator needs are associated with the actual
work itself and how challenging it is.
Facets: interesting work, autonomy, responsibility
Hygiene needs are associated with the physical
and psychological context in which the work is
performed.
Facets: physical working conditions, pay, security
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The Discrepancy Model
To determine how satisfied they are with their jobs, workers
compare their job to some “ideal job.” This “ideal job” could be
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Potential Consequences
of Job Satisfaction
Performance: Satisfied workers are only slightly
more likely to perform at a higher level than
dissatisfied workers.
Satisfaction is most likely to affect work behaviors
when workers are free to vary their behaviors and when
a worker’s attitude is relevant to the behavior in
question.
Absenteeism: Satisfied workers are only slightly
less likely to be absent than dissatisfied workers.
Turnover: Satisfied workers are less likely to leave
the organization than dissatisfied workers.
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Determinants of Absence from Work
Motivation Ability
to Attend Work to Attend Work
is Affected by is Affected by
Job satisfaction Illness and accidents
Organization’s absence policy Transportation problems
Other factors Family responsibilities
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Potential Consequences
of Job Satisfaction
Organizational citizenship behavior (OCB):
Satisfied workers are more likely to engage in this
behavior than dissatisfied workers.
OCB: Behavior that is above and beyond the call of
duty but is nonetheless necessary for organizational
survival and effectiveness
Helping coworkers, spreading goodwill
Worker well-being: Satisfied workers are more
likely to have strong well-being than dissatisfied
workers.
Worker well-being: How happy, healthy, and
prosperous workers are 11
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Advice to Managers
Do not assume that poor performers are dissatisfied with their jobs or
that good performers are satisfied with their jobs.
Do not assume that workers who are absent are dissatisfied or that
they were not motivated to come to work. Absence is also a function
of ability to attend.
Manage absenteeism. Don’t try to eliminate it, and keep in mind that a
certain level of absence is often functional for workers and
organizations.
Realize that turnover has both costs and benefits for an organization
and that you need to evaluate both. In particular, before becoming
concerned about worker turnover, examine the performance levels of
those who quit.
If workers do only what they are told and rarely, if ever, exhibit
organizational citizenship behavior, measure their levels of job
satisfaction, identify the job facets they are dissatisfied with, and make
changes where possible.
Even if job satisfaction does not seem to have an effect on important
behaviors in your organization, keep in mind that it is an important
factor in worker well-being. 11
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Job Satisfaction Video
http://www.youtube.com/watch?v=PsSjN3nxibs
Test your Job Satisfaction
http://www.testcafe.com/car/
24
FEM3104 JPMPK/FEM/MAT-RK-MH/2010-2011
References
Rain, J.S., Lane, I.M. & Steiner, D.D. (1991) A current look at
the job satisfaction/life satisfaction relationship: Review and
future considerations. Human Relations, 44, 287–307.
Rice, R., & McFarlin, D. (1991). Determinants of satisfaction
with specific job facets: A test of Locke's model. Journal of
Business and Psychology, 6, 1, 25-38.
Weiss, H. M. (2002). Deconstructing job satisfaction:
separating evaluations, beliefs and affective experiences.
Human Resource Management Review, 12, 173-194.
The Motivation to Work. F. Herzberg, B. Mausner, B.B.
Snyderman. Somerset, NJ: Transaction Publishers; 1993.
Create own job satisfaction. (2007, September 15). Winnipeg
Free Press,G.1. Retrieved October 21, 2007, from Canadian
Newsstand Major Dailies database. (Document
ID: 1336921681).
http://www.aafp.org/fpm/991000fm/26.html
http://www.jobquality.ca/indicator_e/rew002.stm
http://www.testcafe.com/car/
Thank you!