Psyc 306 Industrial and Organizational Psychology Lecture 15

Employee Attitudes Job Satisfaction: “Degree of pleasure an employee derives from his/her job” Spector (1997). JS-performance: .17 JA-turnover: -.40 JS-absence: -.25 Job involvement: “Degree to which a person identifies psychologically with his/her work and the importance of work to one’s self-image”. JI-JS: .45 JI-performance: .09 JI-turnover: -.13 JI-personality (conscientiousness): .53 Organizational Commitment: “Extent to which an emloyee feels a sense of allegiance to his/her employer” Allen & Meyer (1996) OC-JS: .53 OC-performance: .11 OC-turnover: -.28 OC-JI:.50 OC-personality: .67 Dimensions: Affective commitment, continuous commitment, normative commitment

Facet Satisfaction (Spector, 1997) Pay satisfaction Promotion satisfaction Supervisory satisfaction Benefits satisfaction Rewards satisfaction Operating procedure satisfaction Co-worker satisfaction Work itself satisfaction Communication satisfaction

Are you not satisfied with your job? Well, consider these… Job Satisfaction Are you not satisfied with your job? Well, consider these…

Positive affectivity Interpretation of job circumstances Job satisfaction Objective job circumstances FIGURE 10-2 Model of job satisfaction SOURCE: Adapted from Attitudes in and Around Organizations (p.97) by A. P. Brief 1998, Thousand Oaks, CA: Sage. Copyright 1998 by Sage Publications. Adapted with Permission of Sage Publications, Inc.

Organizational Commitment

Organizational Commitment I really feel as if this organizational’s problems are my own. This organization has a great of personal meaning for me. Too much in my life would be distrupted if I decided I wanted to leave my organization now. One of the major reasons I continue to work for this company is that leaving would require considerable sacrifice; another organization may not match the overall benefits I have here. I think that people these days move from company to company too often. I was taught to believe in the value remaining loyal to one organization. Figure 10-4 Sample items from an organizational commitment questionnaire SOURCE: From “Organizational Commitment: The Utility of an Integrated Definition” by R. B. Dunham, J. A. Castaneda, 1994, Journal of Applied Psychology, 79, pp. 370-380.

Organizational Citizenship Behavior (OCB) Behavior that goes beyond core task requirements Altruism – helping others Compliance – following rules OCB related to job satisfaction, commitment, and justice Found in many diverse countries Different factors related to different beneficiaries Individual: Concern for others and empathy Organization: Desire for recognition and equity Can be part of strategy to get ahead in organization

Organizational Citizenship Behavior

Counterproductive Behavior: Withdrawal Absence Absence culture Absence policies Lateness Job dissatisfaction Attitudes toward lateness Long commutes Work-family conflict, e.g., having young children Turnover Availability of alternative employment

Counterproductive Work Behavior: Aggression, Sabotage & Theft Counterproductive Work Behaviors (CWB) Intentional behavior that harms the organization or organization members i.e. aggression (physical and verbal), sabotage, theft, and withdrawal Directed at organization vs. people Can have great costs for organization Employee theft estimated at $200 billion/year Physical attacks do occur in workplace, although rare

Model of CWB

Causes of CWB Person Situation Certain personality traits related to more CWBs Locus of control Trait anger Negative affectivity Big Five Integrity tests used to screen them. Situation Situations that are stressful and/or allow little control Situations that induce negative emotions such as anger Culture that encourages CWB Injustice: CWB to even the score