Work Attitudes: The case of Job Satisfaction

Basic assumption

• The satisfied worker is a productive worker. Therefore a supervisors job is requires having a satisfied worker to unleash their potential. Assumes which leadership styles are best? Which style does not really care about job satisfaction?

What is job satisfaction?

• Affective or emotional response to one’s job.

• Highlight emotional. Normal fluctuations.

Why is the a leadership topic.

• Human relation school of thought.

Are you

• Very satisfied, satisfied, dissatisfied, or very dissatisfied with your job.

• Why?

• Share in teams.

• Focus on the differences of why people are satisfied and dissatisfied.

Correlates of Job Satisfaction

ModerateNegativeTardiness

WeakNegativeAbsenteeism

ModeratePositive Organizational citizenship behavior

Strength of Relationship

Direction of Relationship

Variables Related to Job Satisfaction

ModeratePositiveMotivation

6-15Table 6-4

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StrongNegativeWithdrawal Cognitions

Correlates of Job Satisfaction

ModerateNegativePro-union Voting

StrongNegativePerceived Stress

ModerateNegativeHeart Disease

Strength of Relationship

Direction of Relationship

Variables Related to Job Satisfaction

ModerateNegativeTurnover

6-16Table 6-4 cont.

McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

ModeratePositive Job performance

Correlates of Job Satisfaction

ModeratePositiveMental health

ModeratePositiveLife satisfaction

Strength of Relationship

Direction of Relationship

Variables Related to Job Satisfaction

6-17Table 6-4 cont.

McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Example of Direct Costs of Employee Turnover

Activity Cost

Newspaper ads $8,000

Search firm fees $10,000

Interview costs $4,000

Managerial time $4,000

Work put on hold $2,000

Overload on team $4,000

Training for new employee

$6,000

6-18Table 6-5

McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Example of Direct Costs of Employee Turnover

Activity CostLost contracts, customers, and or accounts

$8,000

Lowered office morale

$2,000

Loss of other employees

$3,000

Signing bonus & other perks

$6,000

Relocation expense

$7,000

The Final Tab $64,000

6-19Table 6-5 cont.

McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Ways to build job satisfaction

• Discrepancy models. Expectation levels and expectation are exceeded satisfied or not met dissatisfied. Goal orientation.

• Thus, Realistic job previews.

• Hedonic treadmill.

Values

• Work situation represents values that are important to you. Person-organization fit, person job fit.

GEs values

Passion for Our Customers: Measuring our success by that of our customers...always driven by Six Sigma quality a spirit of innovation

– Meritocracy: Creating opportunities for the best people from around the world to grow and live their dreams

– Growth Driven, Globally Oriented: Growing our people, markets and businesses around the world

– Every Person, Every Idea Counts: Respecting the individual and valuing contributions of each employee

– Playing Offense: Using the advantages of size to take risks and try new things...never allowing size to be a disadvantage

– Embracing Speed and Excellence: Using the benefits of a digital age to accelerate our success and build a faster and smarter GE

Culture of Target

• You are a person that will love our fun and challenging work environment. You are a performance-driven risk-taker and will be encouraged to succeed. You appreciate feedback because it contributes to your professional development and growth. You are part of a socially responsible organization that gives more than $2 million a week to the communities it serves.

Salesperson

• Autonomy

• Fast paced

• Results oriented

Procedural justice

• Informed of how resources were going to be distributed.

• Similar opportunities for all to get resources.

• Resources distributed in unbiased manner.

• If problems occur, right of grievance.

All can be relevant components to job satisfaction.

• Which is most important to you and why?

• Outcomes goal orientation.

• Values

• Equity.

Challenges of non authority compliance leaders.

• Try to match ways you can keep people most satisfied. Equity driven organization.

• Strong values?

• Are leaders straight, clear and honest. What to expect, when to expect it, how to get it.