1. Psyc 306 Industrial and Organizational Psychology
Lecture 15

2. 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

4. 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

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

10. 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.

11. Organizational Commitment

12. 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

13. 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

14. Organizational Citizenship Behavior

16. 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

17. 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

18. Model of CWB

19. 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