1. Job Satisfaction and related Work Attitudes Dr. Malos - Group 5 Rita Tes, Martin Nguyen, Sarah Field, Destinee Carrillo, Alexander Loughran, Hansell Wilson

2. The Mirror Effect; Looking Outside-In A Cross-Lagged Test of the Association Between Customer Satisfaction in a Relational Context Rita Tes

3. Key Terms The satisfaction mirror Social Exchange Theory Job satisfaction FLE

4. Correlation between customer satisfaction and FLE job satisfaction

5. Take Home Message To maximize both customer and FLE welfare, firms should: Prioritize customer satisfaction View customer satisfaction powerful “lever” Managers that adopt this recommendation should proceed with caution

6. The Dynamic Relationships of Work Affect and Job Satisfaction with Perceptions of Fit Martin Nguyen

7. Key Terms Person-Organization Fit (P-O) Person-Job Fit (P-J) Positive Affect Negative Affect Job Satisfaction

8. Method

9. Results Person-Org Fit Job Satisfaction Ex. “I believe I fit with the organization, which makes me pretty satisfied” “I am pretty satisfied with my job, because I feel like I fit in with the organization and their values”

10. Take Home Message Hire the correct employees that fit the position/organization Lead to positive effects and job satisfaction

11. Choosing Workday Break Activities to Maximize Resource Recovery Give Me a Better Break: Sarah Field

12. Key Terms Break Effort-Recovery Model Resources Occupational Citizenship Behavior

13. Benefits include: ● Decreased burnout ● Increased performance ● Positive health effects Breaks with Benefits

15. More Breaks, More Resources

16. Take Home Message Create a culture of taking breaks emphasizing the importance of breaks early in the day as opposed to breaks later in the day Create areas around their campus which inspire employees to take short, frequent breaks Encourage employees to take short, frequent breaks throughout the day Plan morning activities such as free bagels, coffee, or a mid-morning work out class for your employees to take advantage o f OR

17. Work Engagement: A quantitative review and test of its relations with task and contextual performance Destinee Carrillo

18. Key Terms Work engagement Job Design Autonomy Task Performance Contextual Performance Conscientiousness Positive Affect

19. Model

20. Take-Home Message Interventions in job designs Will lead to career development

21. Employee Silence and Negative Core Affect: How Problem-Solving Demands Matter Alex Loughran

22. Key Terms Employee Silence High-Activated Negative Core Affect Job Complexity

23. Results: Correlation between high-activated negative affect and problem solving demands on employees

24. Take Home Message Build strategies to reduce withholding of ideas in organizations Social support Positive work climate Open culture

25. Catching Rudeness Is Like Catching a Cold: The Contagion Effects of Low-Intensity Negative Behaviors Hansell Wilson

26. Contagion Incivility Dysfunctional Work Behaviors Cognition Key Terms

27. Causes and the Negative Effect of Rudeness Psychological distress, emotional exhaustion, and job burnout Family issues, customer rudeness, aggressive managers Leads to poor customer, employee, and job satisfaction Negative work engagement Employee silence

30. Take Home Message Minimize negative behaviors Catch it early Avoid spill over Managers need to build relationships with their employees Open dialogue

31. Business Case for Good Attitudes Bad attitudes are often exhibted by and can lead to disengaged employees 70% of American workers are disengaged Disengagement costs the U.S. $450-$550 billion per year Companies waste $2,246 per disengaged employee per year

32. >$1.5 Million Lost every year due to disengagement ( based on a company with 1,000 Employees)

33. Group Take Home Message It is imperative for management to have a clear and logical framework for understanding how attitudes connect to organizational success. This can be achieved by identifying and understanding the weaknesses inherent to each different organizational culture. This understanding allows management to boost the company’s bottom line by reducing the number of disengaged employees.