Organizational Attitudes

Job satisfaction, Job involvement, Organizational commitment, Justice

Logistics
Collect IO and Pop Press Assignment Next week Spring Break Following week 25th (26th)- FIELD TRIP GO directly to the Boot Mills
Check UML email for directions REVIEW THESE NOTES AND CHAPTER AGAIN before field trip!

Organizational Attitudes
Job Satisfaction
= the degree of pleasure an employee derives from his/her job Satisfaction with work (global) Satisfaction with pay
Wage level - Clear & consistent criteria Benefits - Pay Satisfaction Questionnaire Pay is not everything

Components of Job Satisfaction:

Satisfaction with supervision

My boss is a tyrant well-known in the medical publishing industry in Philadelphia. A very poor planner, he micromanages staff (at expense of doing his own work), reads everyone's e-mail, screams at employees at whim when his arbitrary decisions screw up publishing schedules and anger our physician authors. He is responsible for 25 of 50 employees leaving in one year, with more staffers planning to leave shortly. Said one of the many who quit, "It's like working for the devil."

Individual Differences in Satisfaction

Differences in Expectations Differences in Satisfaction
Dispositional Differences Demographic Differences
Age & Career Stage Education Gender Ethnicity & Culture

Measuring Job Satisfaction

Reasons to measure job satisfaction Standardized Rating Scales:
Job Descriptive Index (JDI)

Job Descriptive Index (examples)

Think of the work you do at present. How well does each of the following words or phrases describe your job? In the blank beside each word or phrase: below, write:
Y N ? for "Yes" if it describes your work for "No" if it does NOT describe it for "?" if you can not decide SUPERVISION Knows job well Doesnt supervise enough Around when needed COWORKERS Stimulating Unpleasant Smart

WORK ON PRESENT JOB Fascinating Boring Can see results PRESENT PAY Fair Well-paid Bad OPPORTUNITIES FOR PROMOTION Good opportunities for promotion Promotion on ability Infrequent promotions

Measuring Job Satisfaction

Reasons to measure job satisfaction Standardized Rating Scales:
Job Descriptive Index (JDI)

Minnesota Satisfaction Questionnaire (MSQ)

MSQ Job Factors

Ability Utilization Achievement Activity Advancement Authority Company Policies Compensation Co-workers Creativity Independence Security Social Service Social Status Moral Values Recognition Responsibility SupervisionHR Supervision--Technical Variety Working Conditions

Example of MSQ Short Form

Measuring Job Satisfaction

Reasons to measure job satisfaction Standardized Rating Scales:
Job Descriptive Index (JDI) Minnesota Satisfaction Questionnaire (MSQ)

Need Satisfaction Questionnaire Faces Scale

Faces Scale of Job Satisfaction

Organizational Implications
Job Satisfaction & Performance
Correlation r=~.17

Organizational Citizenship Behaviors Withdrawal Behaviors

Correlation r=-.4 Functional Turnover Dysfunctional Turnover Dissatisfaction withdrawal Absenteeism (r=-.25)

Job Involvement
Job Involvement = the degree to which a person
identifies psychologically with his/her work and the importance of ones self image

Social (Org.) Identification = the individual's

knowledge that he belongs to certain social groups, together with some emotional and value significance to him of this group membership

Relationship between Job Involvement:

Job Satisfaction = .45 Performance = .09 Turnover = -.13 Conscientiousness = .53 Perceived Fairness

Organizational Commitment
The extent to which an employee feels a sense of allegiance to his/her employer 3 components of org commitment:
Affective Continuance Normative

Relationship between org commitment:

Job Satisfaction = .53 Performance = .11 Turnover = -.28 Conscientiousness = .67 Job Involvement = .5

Coping with Dissatisfaction

Realistic Job Preview
Realistic Expectancies Helps with person-job fit Know what your are getting into Leads to lower turnover

Job Redesign & employment reassignment

Job rotation

Vacations & Breaks

Justice
Organizational Justice = fairness in organizations

1) 2) 3) 4) 5)

Subjective perceptions of fairness Belief in a just world

Desire for justice

Types of justice Why people care about fairness? How do we know things are unfair? How do we reconcile unfairness? Why do organizations care about justice?

Distributive Justice
Fairness of the Outcomes and Results
Outcomes relative to others

Three main distributive justice norms:

Equity relative comparison of inputs over outputs Equality Need

Cultural Differences When employees feel overpaid When employees feel underpaid Problem with trying to reward equitably

Procedural Justice
Fairness of the procedures 2 main aspects: PROCESSES & INTERACTIONS PROCESSES:
People care about how decisions are made Procedures are a mechanism to obtain fair outcomes Important components of fair process:
Voice Influence over decisions Consistency of procedures Objective measure (accurate and bias free criteria) Moral and ethical standards

Procedural Justice (2)

INTERACTIONS (Interactional Justice): Informational Justice
Provision of information about procedures
Adequately explained procedures Timely and appropriate communication

Interpersonal Justice
Treatment of individuals
Polite interactions Treat with dignity and respect No inappropriate remarks

Distributive versus Procedural Justice

Impact or consequence of unfairness often depends on the type of unfairness The Procedure x Outcome Interaction
35 30 25 20 15 10 5 0 Negative outcomes Positive outcomes Unfair Procedures Fair Procedures

Why do people care about fairness?

Belief in a Just World
Why is this important?
Motivation to function within the rules of society Reduce helplessness and make them feel safe Gives people a sense of control over their lives

Instrumental Concerns (rational selfinterest) People desire favorable outcomes

Distributive Fairness Procedural Fairness (processes and treatment)

Why do people care about fairness? (2)

Relational Concerns (group-value model)
Communicates how important your membership is and how much you are valued by the organization Threatens your social identity Threatens your relative status in the organization Statement about the values of your group
Procedural Fairness Distributive Fairness Identification with the Organization

OCBs
Cooperation Satisfaction

How do we know things are unfair?

Relative Depravation
= people are dissatisfied with their outcomes when evaluated relative to others Comparison to (similar & proximal) others Based on fairness norms
Equity/Equality/Need

Judging happiness and wealth Hedonic Treadmill = people habituate to their

current situation (never satisfied)

How do we reconcile unfairness?

Retributive Justice
the feeling that some sanction is needed in response to rule breaking Grievances Punishments Apologies Compensation Excuses Revenge / Slander Distort our perceptions
Advantaged perspective Disadvantaged perspective

How do we restore feelings of fairness?

So, besides you, who cares about Justice?

Job Satisfaction Job Commitment Identification Job Involvement Legitimacy of authority Rule Following Cooperation OCBs Turnover/Withdrawal Revenge Theft

What is Organizational Citizenship Behavior (OCB)?

Organs (1988): Individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization

Dimensions of OCB
Altruism/Helping Behavior Organizational Loyalty Organizational Compliance Individual Initiative

Consequences of OCBs
Employee Outcomes:
Favorable performance evaluations Favorable recommendations and managerial decisions Intrinsic value

Organizational Outcomes:
Organizational effectiveness Performance quality Performance quantity Efficiency Customer satisfaction

What makes people perform OCBs?

Justice Characteristics Task Characteristics Organization and Group Characteristics Leadership Behaviors Individual Characteristics

Psychological Contract