Employee Attitudes Job Satisfaction: degree of pleasure in work, slightly correlates with performance, may be decreased by attempt to increase productivity, negatively correlates with turnover and absence. Some other factors have influences in the relationship. Fundamental is the belief that happy workers produce more.

Brief’s Model of Job Satisfaction Positive Affectivity Interpretation of job circumstances Job satisfaction Objective job circumstances

Correlation between JS and Performance is at. 17, Correlation between JS and Performance is at .17, .30 and variance shared only 9% meaning 91% of the variance in one concept is not explained by the other. Correlation between JS and turnover is at -.40 and absence is at -.25. However, there are several factors that can affect both turnover and absence other than JS. Trend is the including of emotion, feeling, moods to explain JS after JS has been concentrated on cognitive from beginning.

Employee Attitudes Job Involvement: degree a person identifies psychologically with work (be drawn or alienated by work), relationship between self and job. Relationship between JI and JS is at .45, with performance is at .09, with turnover is at -.13, and with conscientiousness is at .53.

Organizational Commitment: sense of loyalty to employer, has 3 components; affective, normative, continuance. Intercorrelates with JS and JI, modestly correlated with performance and turnover. Correlation between OC and other work-related constructs is similar to JI, only stronger. With JS. .53, with performance .11, with turnover, -.28, with personality constructs .67, and with JI .50. General pattern reveals that JS, JI, OC correlated well with each other but moderately correlated with performance and turnover.

Organizational justice: The overarching theoretical concept pertaining to the fair treatment of people in organizations; 3 types of justice distributive Procedural interactional

Organizational Justice Procedural Justice Individual’s “voice” in the process Structural components of the process Group-value model Distributive Justice Equity Rule Equality Rule Need Rule Individualism vs. Collectivism Interactional Justice Interpersonal Justice Informational Justice

Organizational Justice Distributive: the fairness with which the outcomes or results are distributed among members of the organization Equity: reward is consistent with contribution. Equality: equal chance of receiving reward. Need: reward is distributed on basis of individual need.

Procedural justice: the fairness by which means are used to achieve results in an organization Interactional justice: the fairness with which people are treated within an organization (Interpersonal) and the timeliness, completeness, and accuracy of the information received in an organization. There are 2 components: interpersonal, informational

Organizational Citizenship Behavior (OCB): the contributions that employees make to the overall welfare of the organization that go beyond required duties of their job.

Organizational Citizenship Behavior 5 Main Origins Altruism Conscientiousness Courtesy Sportsmanship Civic Virtue Dispositional Origins Conscientiousness Agreeableness Situational Antecedents Procedural vs. Distributive Justice Cross-Cultural Differences

Organizational Citizenship Behavior Dimension Altruism Conscientiousness Courtesy sportsmanship Civic Virtue

Organizational Attitudes & Behavior Affective Component Continuance Component Organizational Commitment Normative Component Occupational Commitment Organizational Commitment Job Commitment

Psychological Contract Perception of reciprocal obligations that exist within the organization, not formal written but implied relationship based on mutual contribution (hard work, good pay). Contract continuum: transactional (short, self interest) , relational (long, value of relationship).

Commitment Alienation Transactional Relational Self interest Specific obligation Short time Exchange Relational Total interest Diffuse obligation Long time Giving Alienation Commitment

Indifferent Social Behaviors Transactional Relational Antisocial Behavior Violence Threats Negligence negativism Indifferent Social Behaviors Compliance Prosocial Behavior Conscientiousness Sportmanship Courtesy Civil virtue Altruism

Violation of the Psychological Contract Perceived Organizational Injustice Thermodynamics of Revenge Venting Dissipation Fatigue Explosion

Violation of the psychological contracts will erode and weaken relationship of both parties. Employee’s response to violation by voice, silence, retreat, destruction

Antisocial Behavior in the Workplace Preventive strategies: employee training Reactive strategies: improve org. ability to recognize and deal with problems as they arise. Rehabilitative strategies: counseling, help employees cope with and recover from problems.

Psychology of Mergers and Acquisitions The ignorance of culture appears to be responsible for problems of two organization integration. Financial, strategic, operation, and legal negotiations were done except culture transition has always never been brought up on the talk. Results is 80% of mergers fail to achieve strategic and financial goals.