Week Eleven Flashcards
performance
of a task, task-related behaviour.
effectiveness
evaluation of performance relative to expected performance standards.
productivity
effectiveness relative to cost
○ Time, money, burnout.
○ People that can perform in the most effective manner is the most productive.
attitudes
based off of:
cognitive info: what be know, facts and beliefs.
Affective info: how we feel, emotions.
Behavioural information: How we act, past actions.
job satisfaction
positive or negative feelings individuals hold towards their job.
- A pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences.
job involvement
Positively identifying with the job, actively participating in it, and considering performance important to self-worth
organisational commitment
Identifying with an organisation and its goals, and wishing to maintain membership in that organisation
percieved organisational support
Evaluation of how much a company values employee contributions and cares for their well-being
global job satisfaction
ow satisfied are you with your job? 1-5 scale.
job facet satisfaction
e.g. pay, supervision, co-workers, work itself. ○ Minnesota satisfaction Questionnaire (MSQ) § Measures 20 factors. ○ Job descriptive index. § Measures 5 satisfaction 'facets' § Yes, no or ? § JDI measures of satisfaction • Supervision • Co-workers • Pay • Promotional opportunities • The work itself
satisfaction and performance
Meta-analysis has looked at the correlation between job satisfaction and performance:
found that while there is a relationship, it is not necessarily that strong and rather other factors can interfere (moderators)
moderators
- Factors that influence the strength of relationships between other variables.
○ Influencing how strongly satisfaction and performance are related.- Moderators of the satisfaction/performance relationship include
○ Personal control: relationship stronger where people have more control over their work.
○ Job complexity relationship stronger where jobs are varied and give employees discretion in how they achieve tasks.
- Moderators of the satisfaction/performance relationship include
job satisfaction (Hirschman, 1970)
Voice (active, constructive): individual and collective action to improve conditions.
exit (active, destructive) : actions to pursue leaving
Loyalty passive, constructive): defend organisation and wait in hope that conditions improve.
neglect (passive,destructive): psychological withdrawal, reduced effort, absenteeism.
implications of job satisfaction
- Satisfaction and absenteeism
○ Satisfied employees have fewer avoidable absences
• Satisfaction and Turnover
• Satisfied employees are less likely to quit
• Satisfaction and Organisational Citizenship Behaviour
• OCB: Discretionary behaviour that is not part of formal job requirements, but contributes to workplace functioning
• Satisfied employees are more likely to engage in OCBs (moderate correlation)
• OCB is higher when they have job satisfaction.
• In particular, satisfied employees are more willing to engage in OCBs when
○ They feel fairly treated by their organisation,
○ They trust their organisation
pay
- Pay influences job satisfaction (Judge et al., 2010)
- But the overall relationship is weak: correlation = .15
- The relationship is somewhat stronger at lower pay levels
- once people reach a level of comfortable living (e.g. US citizens earning over USD40,000) there was no identifiable relationship
- Can contribute to job satisfaction in some people, particularly those in a low socio-economic background.
job characteristics model
(JCM; Hackman & Oldham, 1980)
core job characteristics:
skill variety- involves a variety of activities that use different skills/talents.
task identity- requires completion of a whole or identifiable piece of work.
task significance- has a substantial impact on the lives or work of others.
autonomy- allows freedom, independence, and discretion in how work is schedules and performed.
job feedback- progress and performance is easily seen in tasks.
motivating potential score
= skill variety x task identity x task significance x autonomy x job feedback.
meaningfulness
includes the job characteristics of:
skill variety, task identity and task significance.
in all, meaningulness leads to work motivation and growth satisfaction.
responsibility
includes the job characteristic of autonomy and leads to general satisfaction.
growth satisfaction
how positive we are about growing or improving in this position.
knowledge of results
uncludes the job characteristic of feedback and ultimately leads to work effectiveness.
individual differences
the core characteristics of a job and their outcomes do depend on individual differences such as knowledge/skill/growth/satisfaction etc.
depends on the characteristics of the person and what they look for in a job.
job involvement
- People with high job involvement
• Identify with their job
• Care deeply about what work they do.
• (Brown, 1996).
antecedents of job involvement.
personality - internally motivated - strong work ethic -high self esteem job characteristics - challenging - skill variety - task significance. supervisor behaviour - participative (asks for input) - considerate
consequences of job involvement
higher
-performance and effectiveness and higher organisational commitment.
lower turnover and absenteeism.
organisational commitment
Feeling aligned to the organisation’s goals, feeling like you are a good fit for the organisation.
affective; emotional attachment “want to stay”
continuance: perceptions of difficulty of leaving “need to stay”
normative: feelings of obligation “ought to stay”
positive antecedents of organisational commitment
organisational support and perceived fairness,
negative antecedents of org commitment
transferable skills
role conflict
external locus of control
organisational commitment leads to
higher perfromance, org involvement and organisational citizenship
lower turnover, neglect, absenteeism, stress and work-family conflict.
job embeddedness
(Mitchell et al., 2001).
• The range and strength of commitment people feel across different areas of their work.
• Organisational commitment does not need to be just directed towards the organisation.
• Commitment can be towards the occupation, team, coworkers, supervisors or initiatives.
POS
perceived organisational support
- People with high POS believe their organisation values and cares for them. (Rhoades & Eisenberger, 2002).
antecedents of POS
- fair processes
- supportive supervisors
- decent pay
- good promotion prospects
POS leads to
higher performance, org commitment and org citizenship
lower turnover and absenteeism.
motivator-hygiene theory
Motivator-hygiene theory proposes that employees experience job satisfaction when they fulfil growth and esteem needs (called motivators), and experience dissatisfaction when they have poor working conditions, job security and other factors categorised as lower order needs (called hygienes).
job rotation
- job rotation is the practice of moving employees from one job to another.
- we can identify three potential benefits of job rotation. First, it minimises health risks from repetitive strain and heavy lifting because employees use different muscles and physical positions in the various jobs. Second, it supports multi-skilling (employees learn several jobs), which increases workforce flexibility in staffing the production process and in finding replacements for employees on leave. A third benefit of job rotation is that it potentially reduces the boredom of highly repetitive jobs.
job enlargement
- Job enlargement adds tasks to an existing job.
- Job enlargement significantly improves work efficiency and flexibility. However, research suggests that simply giving employees more tasks won’t affect motivation, performance or job satisfaction. These benefits result only when skill variety is combined with more autonomy and job knowledge.
job enrichment
Job enrichment occurs when employees are given more responsibility for scheduling, coordinating and planning their own work.59 Generally, people in enriched jobs experience higher job satisfaction and work motivation, along with lower absenteeism and turnover.
dimensions of organisational commitment
- There are three separate dimensions to organisational commitment:
○ Affective commitment is an emotional attachment to the organisation and a belief in its values.
○ Continuance commitment is the perceived economic value of remaining with an organisation. An employee may be committed to an employer because she is paid well and feels it would hurt her family to quit.
○ Normative commitment is an obligation to remain with the organisation for moral or ethical reasons. An employee who is leading an innovative project may remain with an employer because he feels he would ‘leave the employer in the lurch’ if he left.
