lecture 6 - attitudes

8/3/2019 Lecture 6 - Attitudes

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Organizational Attitudes

Job satisfaction, Job involvement,

Organizational commitment, Justice


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Logistics

Collect IO and Pop Press Assignment

Next week Spring Break

Following week 25th (26th)- FIELDTRIP GO directly to the Boot Mills

Check UML email for directions

REVIEW THESE NOTES AND CHAPTERAGAIN before field trip!


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Organizational AttitudesJob Satisfaction = the degree of pleasure anemployee derives from his/her job

Components of Job Satisfaction: Satisfaction with work (global)

Satisfaction with pay

Wage level - Clear & consistent criteria

Benefits - Pay Satisfaction Questionnaire

Pay is not everything

Satisfaction with supervision


4/30

My boss is a tyrant well-known in the medical

publishing industry in Philadelphia. A very poorplanner, he micromanages staff (at expense of

doing his own work), reads everyone's e-mail,

screams at employees at whim when his arbitrary

decisions screw up publishing schedules and angerour physician authors. He is responsible for 25 of

50 employees leaving in one year, with more

staffers planning to leave shortly.

Said one of the many who quit, "It's like working

for the devil."


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Individual Differences in Satisfaction

Differences in Expectations

Differences in Satisfaction

Dispositional DifferencesDemographic Differences

Age & Career Stage

Education Gender

Ethnicity & Culture


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Measuring Job Satisfaction

Reasons to measure job satisfaction

Standardized Rating Scales:

Job Descriptive Index (JDI)


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Job Descriptive Index (examples)

Think of the work you do at present. How well does each of the following words or phrasesdescribe your job? In the blank beside each word or phrase: below, write:

Y for "Yes" if it describes your work

N for "No" if it does NOT describe it? for "?" if you can not decide

WORK ON PRESENT JOB

FascinatingBoring

Can see results

PRESENT PAY

FairWell-paid

Bad

OPPORTUNITIES FOR PROMOTION

Good opportunities for promotionPromotion on abilityInfrequent promotions

SUPERVISION

Knows job wellDoesnt supervise enough

Around when needed

COWORKERS

StimulatingUnpleasant

Smart


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Job Descriptive Index (JDI) Minnesota Satisfaction Questionnaire (MSQ)


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MSQ Job Factors

Ability Utilization

Co-workers

Moral Values

Achievement

Creativity

Recognition

Activity

Independence

Responsibility

Advancement

Security

SupervisionHR

Authority

Social Service

Supervision--Technical

Company Policies

Social Status

Variety

Compensation

Working Conditions

Example of MSQ Short Form


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Job Descriptive Index (JDI)Minnesota Satisfaction Questionnaire (MSQ)

Need Satisfaction Questionnaire Faces Scale


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Faces Scale of Job Satisfaction


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Organizational Implications

Job Satisfaction & Performance Correlation r=~.17

Organizational Citizenship Behaviors

Withdrawal Behaviors Correlation r=-.4

Functional Turnover

Dysfunctional Turnover

Dissatisfaction withdrawal

Absenteeism (r=-.25)


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Job InvolvementJob Involvement = the degree to which a personidentifies psychologically with his/her work and theimportance of ones self image

Social (Org.) Identification = the individual'sknowledge that he belongs to certain social groups,together with some emotional and value significanceto him of this group membership

Relationship between Job Involvement:

Job Satisfaction = .45 Performance = .09

Turnover = -.13

Conscientiousness = .53

Perceived Fairness


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Organizational Commitment

The extent to which an employee feels asense of allegiance to his/her employer

3 components of org commitment: Affective

Continuance Normative

Relationship between org commitment: Job Satisfaction = .53

Performance = .11

Turnover = -.28

Conscientiousness = .67

Job Involvement = .5


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Coping with Dissatisfaction

Realistic Job Preview Realistic Expectancies

Helps with person-job fit

Know what your are getting into

Leads to lower turnover

Job Redesign & employment reassignment Job rotation

Vacations & Breaks


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Justice

Organizational Justice= fairness in organizations Subjective perceptions of fairness

Desire for justice Belief in a just world

1) Types of justice

2) Why people care about fairness?3) How do we know things are unfair?

4) How do we reconcile unfairness?

5) Why do organizations care about justice?


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Distributive Justice

Fairness of the Outcomes and ResultsOutcomes relative to others

Three main distributive justice norms:

Equity

relative comparison of inputs over outputs Equality

Need

Cultural Differences

When employees feel overpaidWhen employees feel underpaid

Problem with trying to reward equitably


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Procedural JusticeFairness of the procedures

2 main aspects: PROCESSES & INTERACTIONS

PROCESSES:

People care about howdecisions are madeProcedures are a mechanism to obtain fair outcomes

Important components of fair process: Voice

Influence over decisions

Consistency of procedures

Objective measure (accurate and bias free criteria)

Moral and ethical standards


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Procedural Justice (2)

INTERACTIONS (Interactional Justice):

Informational Justice

Provision of information about procedures Adequately explained procedures

Timely and appropriate communication

Interpersonal Justice

Treatment of individuals Polite interactions Treat with dignity and respect

No inappropriate remarks


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Distributive versus Procedural Justice

Impact or consequence of unfairnessoften depends on the type of unfairness

The Procedure x Outcome Interaction

0

5

10

15

20

25

30

35

Negative outcomes Positive outcomes

Unfair ProceduresFair Procedures


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Why do people care about fairness?

Belief in a Just World

Why is this important?

Motivation to function within the rules of society

Reduce helplessness and make them feel safe

Gives people a sense of control over their lives

Instrumental Concerns (rational self-interest)

People desire favorable outcomes Distributive Fairness

Procedural Fairness (processes and treatment)


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Why do people care about fairness? (2)

Relational Concerns (group-value model)Communicates how important your membership isand how much you are valued by the organization

Threatens your social identity

Threatens your relative status in the organizationStatement about the values of your group

Procedural

Fairness

Distributive

Fairness

Identificationwith the

Organization

OCBs

Cooperation

Satisfaction


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How do we know things are unfair?

Relative Depravation = people aredissatisfied with their outcomes when evaluatedrelative to others

Comparison to (similar & proximal) others

Based on fairness norms

Equity/Equality/Need

Judging happiness and wealth

Hedonic Treadmill = people habituate to theircurrent situation (never satisfied)


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How do we reconcile unfairness?Retributive Justice the feeling that some

sanction is needed in response to rule breakingHow do we restore feelings of fairness?GrievancesPunishments

ApologiesCompensationExcusesRevenge / SlanderDistort our perceptions

Advantaged perspective Disadvantaged perspective


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So, besides you, who cares aboutJustice?

Job SatisfactionJob Commitment

Identification

Job Involvement

Legitimacy of authority

Rule FollowingCooperation

OCBs

Turnover/Withdrawal

Revenge

Theft


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What is Organizational CitizenshipBehavior (OCB)?

Organs (1988):

Individual behavior that is discretionary,

not directly or explicitly recognized bythe formal reward system, and that inthe aggregate promotes the effective

functioning of the organization


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Dimensions of OCB

Altruism/Helping Behavior

Organizational Loyalty

Organizational ComplianceIndividual Initiative


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Consequences of OCBs

Employee Outcomes: Favorable performance evaluations

Favorable recommendations and managerialdecisions

Intrinsic value

Organizational Outcomes: Organizational effectiveness

Performance quality

Performance quantity

Efficiency

Customer satisfaction


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What makes people perform OCBs?

Justice CharacteristicsTask Characteristics

Organization and Group Characteristics

Leadership Behaviors

Individual Characteristics


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Psychological Contract

lecture 6 - attitudes

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