LEC 4 - Measuring Job Satisfaction + Commitment

Question 1

MEASUREMENTS OF JOB SATISFACTION

Answer 1

DIVIDER

Question 2

Faces Scale

Answer 2

• “Put a check under the face to rate your job”
• No longer used + lacks sufficient data
• lowkey demeaning

Question 3

Job Description Index (JDI)

Answer 3

• Smith, Kendall, and Hulin (1969)
• Most commonly used scale
• Measures: (1) Supervision, (2) Pay, (3) Promotional Opportunities, (4) Coworkers, (5) Work

Question 4

Minnesota Satisfaction Questionnaire (MSQ)

Answer 4

• Weiss, Dawis, England, Lofquist (1967)
• 100 items; 20 scales

Question 5

Job in General (JIG) Scale

Answer 5

• Ironson, Smith, Brannick, Gibson, and Paul (1989)
• Helps organizations measure job satisfaction from employees

Question 6

Nagy Job Satisfaction Scale

Answer 6

• Nagy (1995)
• 2 Qs per facet (One: asks how important facet was to the employee; Two: How satisfied employee was with facet)

Question 7

MEASURES OF COMMITMENT

Answer 7

DIVIDER

Question 8

Allen Meyer Survey

Answer 8

• Allen & Meyer (1990)
• Most commonly used
• 24 items, eight in relation to the 3 Motivational Facets
• Ex. Affective (“I would be very happy to spend the rest of my career in this organization”)

Question 9

Organizational Commitment Questionnaire (OCQ)

Answer 9

• Mowday, Steers, and Porter (1979)
• 15 items
• Measures: (1) Acceptance of Orgs values + goals, (2) Willingness to help Org, (3) Desire to stay with Org

Question 10

Organizational Commitment Scale (OCS)

Answer 10

• Balfour and Wechsler (1996)
• 9 items
• Measures: (1) Identification, (2) Exchange, (3) Affiliation

Question 11

Custom Designed Inventories

Answer 11

• Custom made questionnaire to be company specific (consultants are hired)

Question 12

CONSEQUENCES OF DISSATISFACTION AND
OTHER NEGATIVE WORK ATTITUDES

Answer 12

DIVIDER

Question 13

Absenteeism

Answer 13

• No consequences for missing work
• Illnesses/Personal problems
• Unique events (Weather problems)
• Habitual Pattern
• Low job satisfaction

Question 14

Linking Attendance to Consequences

Answer 14

• Rewards for Attending (Financial incentives, paid time-off, recognition programs,)
• Discipline for not attending
• Clear Policies and Record Keeping
• Reduce work stress
• Elimination
• Employee Assistance Program (EAP)
• Wellness Programs (For illness related absences)
• Not hiring workers w/ habitual absences

Question 15

Turnover

Answer 15

Rate of employees leaving + employment replacement

Question 16

Cost of Turnover

Answer 16

• Cost of losing an employee is estimated to be 1.5 times the employee’s salary

Question 17

VISIBLE Costs of Turnover

Answer 17

• AD charges
• Employment Agency fees
• Referral bonuses
• Recruitment Travel Costs
• Staff Time + Benefits (Processing applications, interviewing)
• Relocation expenses for the new employee

Question 18

HIDDEN Costs of Turnover

Answer 18

• Loss of Productivity (Employee leaving, vacant position)
• Overtime of employees to cover duties of vacant position
• Training costs for new employee

Question 19

Why do employees leave?

Answer 19

• Unavoidable reasons (Job transfer, school ends, illness, family issues)
• Advancement (promotions/better pay)
• Unmet needs/expectations
• Escape from: (1) Workers, (2) Stress, (3) Working Conditions

Question 20

How to reduce employee turnover?

Answer 20

• Realistic Job Previews (RJP)
• Be mindful of who to hire
• Good work environment
• Good pay + benefits
• Proper amenities/facilities
• Provide opportunities to advance/grow

Question 21

Counterproductive Behaviors

Answer 21

• 2 Types: Aimed at the individual vs. organization
• Individual: gossiping, harassment, bullying, workplace violence…
• Organization: Theft, sabotage…

Question 22

Organizational Citizenship Behaviors (OCBs)

Answer 22

• Employees who go through the extra effort to help the organization/employees
• Ex. Senior teacher gives new teacher their ppts to help alleviate the stress