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Chapter 10

Psychology 2660A/B Chapter Notes - Chapter 10: Job Satisfaction, Organizational Justice, Organizational Commitment


Department
Psychology
Course Code
PSYCH 2660A/B
Professor
Natalie J Allen
Chapter
10

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Chapter 10 Organizational Attitudes and Behaviour
- 3 important attitudes employees hold about their work:
o How satisfied they are with job, how involved they are with job, and how
committed they are to work
Job Satisfaction
- Job satisfaction the degree of pleasure an employee derives from his or her work
- Comparison of actual outcomes with outcomes expected
- Broad differences in what people expect from their jobs, and thus broad reactions to them
o Related to developmental experiences and levels of aspiration
- Global job satisfaction overall feelings about job
- Job facet satisfaction overall feelings about facets of job, such as supervisor, coworkers,
promotional opportunities, pay, and so on
- The Job Descriptive Index and Minnesota Satisfaction Questionnaire measure job
satisfaction
- Affect how people view life, their general disposition, and attitude (personality)
o Positive-negative continuum
- How satisfied a person feels about job is related to affect as much as to objective job
conditions
o Model of job satisfaction
o Correlated most with neuroticism
o Big 5 personality traits multiple correlation coefficient .41
o Feelings of job satisfaction are inheritable
- Judgement of target item influenced by weight of previous item
o Our judgements embedded in a relative context, and cannot be made
independently of that context
o Organizational efforts to improve long-term job satisfaction are futile
- Moods and emotions play undeniable role in how we feel about work
- Org’s may be more successful in elevating employees’ moods than in raising their overall
level of job satisfaction
- 5 categories of human emotions: positive, negative, existential, “nasty”, empathetic
- Supervisors exert substantial influence on the moods of their employees
- Employees who felt compelled to regulate their emotions experienced more stress and
lower satisfaction
- Relationship b/w job satisfaction and job performance is not very strong
o Org attempts to increase productivity may decrease job satisfaction
- Withdrawal behaviour absence (temporary), turnover (permanent)
o The more people dislike their job, the more likely they are to quit
o People would rather endure a dissatisfying job than be unemployed; when
alternative employment is available is readily available, workers are likely to
leave unsatisfying jobs
o Correlation b/w job satisfaction and absence is considerably smaller
(transportation problems, family responsibilities)
o If you like your job, you are more likely to make extra effort needed to get to
work than if you are dissatisfied

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o How people feel about their jobs is also related to how they feel about their life in
general
Job Involvement
- Job involvement the degree to which a person identifies psychologically with his/her
work and the importance of work to one’s self-image
- Job involvement more strongly related to how people view their work and their approach
to it and less related to how well they perform their jobs
Work Commitment
- Work commitment the extent to which an employee feels a sense of allegiance to
his/her work
- Affective component employee’s emotional attachment to, and identification with, the
target
o Allegiance based on liking the target
- Continuance component commitment based on the costs that the employee associates
with leaving the target
o Allegiance because it’s unlikely the person would derive more meaning or
fulfillment elsewhere
- Normative component employee’s feelings of obligation to remain with the target
o Allegiance to target out of sense of loyalty
- Organizational changes resulting in job loss can undermine employee commitment, yet
commitment is essential for any re-configured organization to succeed
- Individuals will not exhibit commitment to organizations in exchange for long-term
employment
- Committed employees more likely to remain in org
- The construct of commitment doesn’t necessarily explain why employees remain with
their employer
- Occupational commitment - emotional connection that person feels with the occupation
- Organizational commitment sense of loyalty to one’s particular employer
- Job involvement loyalty to one’s job
- Work ethic occupational continuance continuance organization commitment
affective organizational commitment job involvement
- Job satisfaction, job involvement, and organizational commitment are substantially
correlated with each other but only modestly correlated with performance and turnover
o Organizational attitudes substantially intercorrelated
o Linkage b/w org attitudes and behaviour moderated by factors beyond control of
individual
Organizational Justice
- Organizational justice the theoretical concept pertaining to the fair treatment of people
in organizations. The three types are distributive, procedural, and interactional
- Both the outcome of the selection decision and the process can be questioned in terms of
fairness
- Associated with performance, turnover, absenteeism, trust, job satisfaction, and
organizational commitment
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