1. 1 Work in the 21 st Century Chapter 9 Attitudes, Emotions, & Work Mel Curtis/Getty Images

2. 2 Module 9.1: Job Satisfaction Job satisfaction –Positive attitude or emotional state resulting from appraisal of one’s job

3. 3 Job Satisfaction – Brief History Early period of job satisfaction research Found both job-related & individual difference variables might influence job satisfaction Hawthorne effect –Change in behavior or attitudes that was the simple result of increased attention

4. 4 Relation b/w High Performance Work Practices and Job Sat. Figure 9.1

5. A Sample of the Effects of Events and Agents on Job Satisfaction 5

6. 6 Figure 9.2: Presumed Antecedents, Correlates, & Consequences of Job Satisfaction

7. 7 Measurement of Job Satisfaction Overall vs. Facet Satisfaction Overall satisfaction Results either from mathematically combining scores based on satisfaction or a single overall evaluative rating of the job Facet satisfaction Information related to specific elements of job satisfaction

8. 8 Figure 9.3: Faces Scale

9. 9 Satisfaction Questionnaires Job Descriptive Index (JDI) Assesses satisfaction with work itself, supervision, people, pay, & promotion Heavily researched but tends to be lengthy Minnesota Satisfaction Questionnaire (MSQ) Calculates “extrinsic” & “intrinsic” satisfaction scores

10. Table 9.2: Sample Items from the JDI 10

11. 11 Concept of Commitment Psychological & emotional attachment an individual feels to a relationship, organization, goal, or occupation Royalty-Free/CORBIS

12. Organizational Commitment Organizational commitment has 3 elements: (1) acceptance and belief in an organization’s values (2) a willingness to exert effort on behalf of the organization to help meet the goals of that organization (3) a strong desire to remain in the organization 12

13. 13 Forms of Organizational Commitment Affective commitment –Emotional attachment to an organization Continuance commitment –Perceived cost of leaving the organization Normative commitment –Obligation to remain in the organization

14. 14 Individual Difference Variables & Commitment Absenteeism & turnover can only be understood when considering multiple forms of commitment & multiple foundations for those commitments Job embeddedness Hobo syndrome

15. Organizational Identification Organizational identification (OID) –process whereby individuals derive a feeling of pride and esteem from their association with an organization. –Individuals may also take pains to distance themselves from the organization for which they work—this would be called organizational disidentification. 15

16. 16 Figure 9.4: Graphic Scale of Identification The chart is intended to assess your relationship with the organization (or company, branch, department, team) you belong to. Above you will find 7 rectangles. In each rectangle there are two circles. One represents you and the other one the unit you belong to. In each rectangle the circles overlap differently. In the first rectangle (number 1), they are totally separate and represent a situation in which you do not identify at all with your unit. In the last rectangle (number 7), the circles are totally overlapping and represent a situation in which you totally identify with the unit. Choose out of the seven rectangles the one that most highly represents the extent to which you identify with your unit. SOURCE: Shamir & Kark (2004).

17. 17 Figure 9.5: Expanded Model of Identification

18. Employee Engagement Positive work-related state of mind that includes high levels of energy, enthusiasm, and identification with one’s work Overlaps positively with job sat., org. commitment, and job involvement But is distinct from these constructs and has important organizational implications (i.e., increased engagement on the part of workers is related to increased task and contextual performance) 18

19. 19 Module 9.2: Moods, Emotions, Attitudes, & Behavior Alternative forms of work satisfaction –Progressive work satisfaction –Stabilized work satisfaction –Resigned work satisfaction –Pseudo-work satisfaction –Constructive work dissatisfaction –Fixated work dissatisfaction

20. Table 9.3: Different Forms of Work Satisfaction 20

21. 21 Alternative Forms of Satisfaction (cont'd) Resigned work satisfaction & constructive work dissatisfaction are most salient for organizations Those 2 dimensions are most appropriate to concentrate on in any attempts at organizational change

22. 22 Satisfaction vs. Mood vs. Emotion Mood –Generalized feeling not identified with a particular stimulus & not sufficiently intense to interrupt ongoing thought processes Emotion –Normally associated with specific events or occurrences that are intense enough to disrupt thought processes

23. 23 Figure 9.6: Distinctions Among Emotions and Related Constructs

24. 24 Figure 9.7: Affect Circumplex

25. Taxonomy of Work-Related Emotions 25

26. 26 Emotion (cont'd) Process emotions –Result from consideration of tasks one is currently doing Prospective emotions –Result from consideration of tasks one anticipates doing Retrospective emotions –Result from consideration of tasks one has already completed

27. 27 Dispositions & Affectivity Negative affectivity (NA) –Often referred to as neuroticism –Individuals prone to experience diverse array of negative mood states Positive affectivity (PA) –Often referred to as extraversion –Individuals prone to describe themselves as cheerful, enthusiastic, confident, active, & energetic Personality characteristics likely to influence moods, but not necessarily discrete emotions

28. 28 Genetics & Job Satisfaction In a 1986 study, disposition in adolescence predicted job satisfaction as long as 50 years later Additional research has been conducted in this controversial area, but considerably more research is necessary on the links between genetics and job satisfaction M. Freeman/PhotoLink/Getty Images

29. 29 Core Evaluations Assessments individuals make of their circumstances Include self-esteem, self-efficacy, & LOC Have effects on both job & life satisfaction

30. Figure 9.8: Elements of Core Evaluations 30

31. Core Self-Evaluations Scale (CSES) 31

32. 32 Withdrawal Behaviors Work withdrawal –Attempt to withdraw from work but maintain ties to organization & work role (includes lateness & absenteeism) Job withdrawal –Willingness to sever ties to organization & work role (includes intentions to quit or retire) Progression hypothesis

33. 33 Module 9.3: Related Topics Job loss –Reduces income & daily variety –Suspension of typical goal setting guiding day- to-day activity –Fewer decisions to make –New skills not developed & old skills atrophy –Social relationships can change radically

34. 34 Telecommuting Accomplishing work tasks from distant location using electronic communications # telecommuters will continue to rise For many telecommuters, strategic planning skills & self-reported productivity increase Higher satisfaction also reported

35. 35 Telecommuting (cont’d) Possible negative effects –Worker alienation –Loss of important sense of identity –Promotion less likely –Rapid disillusionment with lack of promotional opportunities

36. 36 Telecommuting

37. 37 Psychological Contract Beliefs that people hold regarding the terms of an exchange agreement between them and an organization. When psychological contracts are broken, lower work attitudes and job performance are likely. Psychological contracts are receiving a lot of attention in the 21 st Century workplace where long-term employment in 1 organization is increasingly rare. 37

38. 38 Work-Family Balance Research investigating whether satisfaction one experiences at work is in part affected by satisfaction one experiences in non-work & vice versa Negative influences on work-family balance –Electronically enhanced communications –Prevalence of multiple roles PhotoDisc/Getty Images

39. 39 Work-Related Attitudes & Emotions From Cross-Cultural Perspective Individualism & job satisfaction “+” correlated in some cultures, while collectivism & job satisfaction “+” correlated in other cultures Degree of “fit” related to emotional reactions to work & subsequent work behaviors –Important for multinational organizations to consider