Chapter 10 EMPLOYEE SATISFACTION AND COMMITMENT Flashcards
Job satisfaction refers to employees’ overall feelings about their jobs. It is the state of well-being and happiness of a person concerning performance in the workspace and its environment
Job satisfaction
Organizational commitment helps organizations perform better and achieve their goals because their employees feel connected to the organization, are more productive and dedicated to their work
Organizational Commitment
Affective commitment is the extent to which an
employee wants to remain with the organization, cares about the organization, and is
willing to exert effort on its behalf. For example, an employee of the Red Cross might
like her coworkers and her boss, share the altruistic goals of the organization, and
realize that her efforts will result in better organizational performance
Affective Commitment
Continuance commitment is the extent to which an employee believes she
must remain with the organization due to the time, expense, and effort that she
has already put into it or the difficulty she would have in finding another job.
Take, for example, a chamber of commerce director who spent 10 years making
business contacts, getting funding for a new building, and earning the trust of the
local city council. Though she could take a new job with a chamber in a different
city, she would need to spend another 10 years with that chamber just to make the
gains she has already made
Continuance Commitment
Normative commitment is the extent to which an employee feels obligated to
the organization and, as a result of this obligation, must remain with the organization. A good example of normative commitment would be an employee who was
given her first job by an organization, was mentored by her manager, and was
trained at great cost to the organization. The employee may feel that she is ethically obligated to remain with the organization because of its extensive investment
in her.
Normative Commitment
The extent to which people
believe that they are responsible
for and in control of their success
or failure in life
Internal locus of control
postulates
that employees observe the levels of motivation and satisfaction of other employees
and then model those levels (Salancik & Pfeffer, 1977). Thus, if an organization’s
older employees work hard and talk positively about their jobs and their employer,
new employees will model this behavior and be both productive and satisfied
Social information processing theory, also called social learning theory
based on the premise that our levels of job satisfaction and motivation are related to how fairly we believe we are treated in comparison
with others. If we believe we are treated unfairly, we attempt to change our beliefs or
behaviors until the situation appears to be fair.
Equity theory
three aspects of organizational justice
Distribute Justice, Procedural Justice, Interactional Justice
is the perceived fairness of the actual decisions made in an organization. For example, did one manager get a higher budget than another? Was the higher raise
received by one employee justified? Did the right employee get promoted?
Distributed Justice
s the perceived fairness of the methods used to arrive at the decision.
Take, for example, a situation in which an employee was fired for breaking the
rules, but was never given the opportunity to explain what happened. Or, imagine
a situation in which an excellent employee was given a promotion, but no other
employees were allowed to compete for the promotion
Procedural Justice
Is the perceived fairness of the interpersonal treatment
employees receive. That is, a supervisor might spend substantial time talking with,
mentoring, and socializing with some employees while completely ignoring others.
Interactional Justice
the employee is given the same number
of tasks to do at one time, but the tasks change from time to time
Job Rotation
an employee is given more tasks to do at one time
Job enlargement
the
employee assumes more responsibility over the tasks
Job enrichment
