Positive Employee Attitudes and Behaviour Flashcards
1
Q
Job Satisfaction
A
- The positive and negative feelings and attitudes about one’s job.
- The global approach notes JS as an overall construct which asks if the employee is satisfied overall, using a yes– no response, a single rating scale, or a small group of items that measure
global job satisfaction - The facet approach views JS as
made up of individual elements, or facet which assumes that specific workers might be quite satisfied with some facet, such as the amount of pay, but unsatisfied with others, such as the quality of supervision and the opportunities for promotion.
2
Q
Measurements of Job Satisfaction
Minnesota Satisfaction Questionnaire
A
- Measures worker satisfaction/dissatisfaction with 20 job facets.
- Facets include supervisor’s competence, working conditions, compensation, task variety, responsibility level, and advancement opportunities.
- Workers rate each facet on a scale from “very dissatisfied” to “neutral” to “very satisfied.”
3
Q
Measurements of Job Satisfaction
Job Descriptive Index
A
- Measures satisfaction with five job facets: the job, supervision, pay, promotions, and coworkers.
- Respondents rate job-related words or phrases as “yes,” “no,” or “undecided,” each with a numerical value.
- Summed scores provide satisfaction ratings for each facet.
4
Q
Organizational Commitment
A
- A worker’s feelings and attitudes about the entire work organization.
- Another model of organizational commitment proposes three dimensions:
- affective commitment: Reflects the employee’s emotional attachment to the organization.
- continuance commitment : Indicates commitment to stay with the organization due to perceived costs associated with leaving.
- normative commitment: Represents a sense of duty or obligation to remain with the company.
5
Q
Organizational Commitment & Job Satisfaction
A
- Various factors influence both organizational commitment and job satisfaction, including the type of work, autonomy, responsibility level, social relationships at work, compensation, and opportunities for promotion.
- Organizational commitment tends to decrease with the perceived chances of finding a job elsewhere.
- Downsizing, or reducing the size of the workforce, can negatively impact organizational commitment and job satisfaction among remaining employees, especially if they are close to those laid off or feel their jobs are at risk.
6
Q
Employee Absenteeism
A
- Voluntary absenteeism refers to employees missing work by choice, such as taking time off for personal reasons like a long weekend or running errands.
- Involuntary absenteeism stems from legitimate reasons like illness.
- While some level of involuntary absenteeism is expected, organizations aim to minimize voluntary absenteeism.
- Job satisfaction and absenteeism are negatively correlated, but the relationship is not very strong.
- Workers who voluntarily miss work may rationalize that their absence indicates dissatisfaction with their jobs.
- If coworkers are frequently absent or if management has a lenient absenteeism policy, employees may be inclined to miss work regardless of their job satisfaction levels.
7
Q
Employee Turnover
A
- Involuntary turnover involves employees being fired or laid off, sometimes seen as necessary for weeding out underperformers or due to financial constraints.
- Voluntary turnover occurs when competent employees leave for other opportunities, resulting in productivity loss and increased hiring costs for the organization.
- This type of turnover is often associated with job dissatisfaction and lack of organizational commitment.
- Organizational commitment develops from job satisfaction and influences an employee’s decision to stay or leave the organization.
- Measuring employees’ self-reported intentions to leave, or turnover intentions, can indicate dissatisfaction with the job or organization and help employers address issues to prevent turnover.
- Valuable employees who do not receive work-related rewards, such as promotions and pay raises, are likely to leave their jobs.
8
Q
Changes in Job Structure
Job Rotation
A
- Involves moving workers from one specialized job to another.
- Exposes workers to a variety of tasks, responsibilities, and skills, while increasing employee engagement and satisfaction.
9
Q
Changes in Job Structure
Job Enlargement
A
- Allows employees to take on more varied tasks in order to make them feel more valuable to the organisation.
- It broadens employees’ skill sets and knowledge while increasing their motivation and job satisfaction.
10
Q
Changes in Job Structure
Job Enrichment
A
- Involves giving employees more responsibility, autonomy, and opportunities for growth within their current position.
- Aims to improve satisfaction, motivation and performance by providing a sense of achievement in employees’work.
11
Q
Changes in Pay Structure
Skill Based Pay
A
- Involves paying employees by the hour based on their skills and knowledge rather than performing the job assigned.
12
Q
Changes in Pay Structure
Merit
A
- Employees are paid based on their performance in an organisation.
- This can increase job satisfaction and motivation as employees perform at their best to achieve these outcomes.
13
Q
Changes in Pay Structure
Gainsharing
A
- Pay is compensated on the group’s performance.
- If the group reaches a specific goal, they all receive a bonus.
14
Q
Changes in Pay Structure
Profit Sharing
A
- Employees receive a portion of the organisation’s profits as a form of additional pay.
15
Q
Positive Employee Behaviors
Organizational Citizenship Behaviors
A
- Efforts by organizational members who advance or promote the work organization and its goals.
- Engaging in OCBs leads to lower turnover rates and voluntary absences among employees.
- Supervisors tend to give more positive performance appraisals to employees who exhibit OCBs.
- Excessive engagement in OCBs may lead to interference with personal lives.
- Cultural differences exist in the perception and practice of OCBs, but they are positively correlated with productivity and service quality across various countries and industries.
