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MSCI Part 2 > Chapter 3-b: Job Satisfaction & Organization Commitment > Flashcards

Chapter 3-b: Job Satisfaction & Organization Commitment Flashcards

1
Q

Value Percept Theory? (1)

A

The theory that employees of the organization are satisfied with their jobs when the job provides them with things that they value.

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2
Q

Value Percept Theory Dissatisfaction equation?

A

Dissatisfaction =

ValueWant - ValueHave) * (ValueImportance

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3
Q 
Facet Satisfaction (1)
Example? (1 or 2)

Then, what is overall satisfaction?

A
  1. A variety of attitudes the worker has towards different facets of their job
  2. Examples:
    - Compensation, Career opportunities
    - The work itself
    - Co-workers & Supervision
  3. Overall Satisfaction:
    The average/total of all the attitudes an employee has towards the different facets of the job.
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4
Q

Correlation between Job performance and job satisfaction?(2 points)

A
  • WEAK correlation with task performance
  • BUT Satisfied employees do a better job of fulfilling the duties

TIP: The cause of these two points can go both ways, they are interdependent!

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5
Q

Correlation between Organizational Citizenship Behavior and job satisfaction?
(What is it? (1))
(What is the relationship? (2))

A
  1. It’s going beyond the job description
  2. Happy/Satisfied employees ten to engage in more “extra mile” behaviors
  3. MODERATE correlation between job satisfaction.
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6
Q

Two important outcomes of job satisfaction? (What is the result having a satisfying job?_)
(STRONG CORRELATIONS)
(2)

A
  1. Organizational Commitment
    STRONG correlation with Job Satis.
    (Remember: it’s the desire to/likelihood of staying with the organization)
  2. Life satisfaction
    STRONG correlation with Job Satis.
    People generally feel better about life with a good job

REMEMBER: Increase in job Satisfaction have a stronger connection with life satisfaction THAN salary increases!!

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7
Q

How much money would you need to make to be happy? (No additional amount would make you happier)

A

$75000

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8
Q

“$75000 threshold”
Gallup-Healthways Well-Being Index, a daily survey of 1000 US residents

What does that index measure? (8)

A
  1. Smiling or laughter
  2. Enjoyment
  3. Happiness
  4. Worry
  5. Sadness
  6. Anger
  7. Stress
  8. Depression
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9
Q

What is the ladder measure? (1)

A

A ladder scale for life satisfaction
Top is the best possible life
Bottom is the worst possible life

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10
Q

Relationship between income and happiness (3)
A)What makes you unhappy
B) Is therea Saturation point
C) is there a way money keeps making you happy

(Hint: related to Well-being index and the threshold)

A
  1. Insufficient pay - can make you unhappy, so employees need to pay enough
  2. After a certain threshold, more pay doesn’t really make you “happy”
  3. Nonetheless, we can still objectively evaluate our lives more positively with more money. (The ladder measure! The best POSSIBLE life, in the spot idealistic situations, etc)
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11
Q

Maslow’s hierarchy of needs

Down to up, 5 categories

A

BOTTOM - TOP

  1. Physiological
  2. Safety
  3. Love/Belonging
  4. Esteem
  5. Self Actualization
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12
Q

3 Things managers should do, and what does each thing result in?
(Managerial Implications)
(3)
(Explain them a bit!)

A

Managers should:

  1. Watch employee’s attitudes
    - gives warning of potential problems
    - influences behavior
  2. Should try increasing job satisfaction to create positive job attitudes
    - Reduces costs - lowering turnover, tardiness, and increasing organizational commitment behavior
  3. Focus on intrinsics:
    Make work challenging and interesting! (PAY IS NOT ENOUGH)
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13
Q

What is organizational commitment? And what are 3 aspects of it. (The 3 different types of commitment under organizational)
(1 and 3 so 4 points)

A
  1. The employee’s desire to remain a member of the organization
  • affective commitment
  • continuance commitment
  • Normative commitment
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14
Q

Why do we care about organizational commitment?

1) why?
3) 3 reasons?

A
  • Turnover rates!! Serious impact on profitability/survival
  1. Good people are valuable resources
    - hard to replace
    - losses of investment/ organizational knowledge
  2. Org. Commit. INVERSELY related to withdrawal behavior
  3. Numerous costs related to employee turnovers
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15
Q

Reasons why turnover is costly

3

A
  1. Recruitment costs (hiring more people)
  2. Lost productivity (while trying to find replacement)
  3. Cost of re-training

EXTRA:
- costs related to spreading trade secrets/procedures/skills to competition

  • P.R. Costs to mend gossip about people quitting/getting fired. Etc!
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16
Q 
Affective commitment
(3)
- what is it 
- What is it influenced by
- What are they more likely to do as a result of this
A
  1. Commitment due to an emotional attachment to the organization
    (YOU STAY BECAUSE YOU WANT TO)
  2. A.c. Influenced by bonds between employees (co-worker friends, etc)
  3. More likely to engage in OCB (organizational citizenship behaviour)
    - helping to others
    - volunteering
    - tolerating occasional work nuisances

“I love this job, I’m never leaving!”

17
Q

Erosion and social influence models (2) explain them a bit

A
  1. Erosion model
    - employees with less bonds most likely to quit
  2. Social Influence model
    - Employees to are connected with the the people who leave will also be likely to leave the organization
18
Q 
Continuance commitment
(3)
- what is it 
- What does it tend to create
- What increases continuance commitment?
A
  1. Where your salary, benefits, and how much you’re linked with the community (city, company kids)
    Influence your commitment with the company
    YOU STAY BECAUSE YOU NEED TO
  2. Tends to create more PASSIVE form of loyalty to company (therefore no link with citizenship behaviour)
  3. Increased by:
    - investment you have made (time, effort, energy)
    - lack of other options
    - Embeddedness (how linked you are with the the company)

“My wife has a good job here”
“My kids need to finish high school here”

19
Q

Normative Commitment

  1. What is it
  2. What is the usual source of this type of commitment
  3. What does this build
A
  1. You staying because it’s the right or moral thing to do
    YOU STAY BECAUSE YOU SHOULD.
  2. Usual comes from people’s values, and general codes of how they conduct their lives
  3. Building a sense of obligation-based commitment
    - Creates a sense that you’re in the companies debt

“They helped me out that one time when I needed adjusted financial help”

“They hired me when no one else would”

20
Q

Withdrawal behaviour and correlations with organizational commitment

  1. What is it
  2. How is it related to organizational behaviour
A
  1. Employees that are not committed to the organization - a set of actions that employees do to avoid work.
  2. Commitment and withdrawal behaviour is INVERSELY related.
21
Q

4 types of withdrawal behaviour and they’re quadrants

A 
Active
       Exit.(1)            Voice(2)
Destructive          Constructive
       Neglect(3)     Loyalty (4)
                Passive
22
Q

Psychological and Physical Withdrawal examples?

A

Psychological:

  • Day dreaming
  • Socializing
  • Looking Busy

Physical

  • Not attending meetings
  • Tardiness
  • Long breaks
  • Quitting
23
Q

How to MAXIMIZE organizational Commitment

1) from Affective perspective
2) from Continuance perspective
3) from Normative perspective

A
  1. Increase employee bonds, foster job satisfaction
  2. Give priority to creating financial need and Embeddedness
    - Competitive salary and benefits
    - Promotions-from within
    • Provide training & development programs for employees
    • Pay attention to value congruence (how well the companies values line up with values of th people they hire)
24
Q

HOW TO MINIMIZE WITHDRAWL BEHAVIOR (2 things)

A
  • Foster commitment

- Monitor and punish as needed
Will only decrease PHYSICAL withdrawals but not psychological ones

25
Q

Diversity and relation to O.C?
(2 Points)
1) minorities
2) out of country foreigns

A
  1. Minority employees will find themselves on the edge of the work networks - reduces affective commitment
  2. Foreign-born Nationals much less likely to have continuance commitment since their closer communities are not usually where they work.
26
Q

4 IMPORTANT RELATIONS: (their relationships)

1) Commitment and withdrawal?
2) Commitment and turnover over?
3) Turnover and employee withdrawal cost? (Expensive or nah)
4) What is the main thing to do!!

A

1) Negatively/INVERSELY related
2) negatively/INVERSELY related
3) Super costly!!!
4) FOSTER COMMITMENT

MSCI Part 2 (5 decks)

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