1. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Micro-Organizational Behavior: Job Attitudes and Stress

2. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. The Dispositional Model of Job Satisfaction The dispositional model suggests that some people are inherently more satisfied than others.The dispositional model suggests that some people are inherently more satisfied than others. Research by Staw and Ross has established the longitudinal stability of job satisfaction.Research by Staw and Ross has established the longitudinal stability of job satisfaction. Twin studies suggest a weak genetic basis for job satisfactionTwin studies suggest a weak genetic basis for job satisfaction

3. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Job Satisfaction as Social Information Processing SIP suggests that our assessments of job satisfaction are based on informational cues provided by others.SIP suggests that our assessments of job satisfaction are based on informational cues provided by others. In essence, we are told how satisfied we should be.In essence, we are told how satisfied we should be.

4. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Potential Consequences when Job Satisfaction is... MISSING AbsenteeismAbsenteeism TurnoverTurnover PRESENT Organizational Citizenship Behavior Worker Well-Being

5. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Organizational Commitment Organizational Commitment represents the degree to which people are involved with their organizations and are interested in remaining within themOrganizational Commitment represents the degree to which people are involved with their organizations and are interested in remaining within them What would you expect the relationship between job satisfaction and organizational commitment to be?What would you expect the relationship between job satisfaction and organizational commitment to be? What other factors contribute to a person organizational commitment?What other factors contribute to a person organizational commitment?

6. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Three Types of Commitment Affective : the strength of a person’s desire to continue working for an organization because s/he agrees with its goals and values endorse what organization stands for may be threatened when organization undergoes changeAffective : the strength of a person’s desire to continue working for an organization because s/he agrees with its goals and values endorse what organization stands for may be threatened when organization undergoes change Continuance: the strength of a person’s desire to continue working for an organization because s/he needs to and cannot afford to do otherwise increases with greater tenure in the organizationContinuance: the strength of a person’s desire to continue working for an organization because s/he needs to and cannot afford to do otherwise increases with greater tenure in the organization Normative: the strength of a person’s desire to continue working for an organization because s/he feels pressure from others to remain reluctance to disappoint othersNormative: the strength of a person’s desire to continue working for an organization because s/he feels pressure from others to remain reluctance to disappoint others

7. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. 10 Organizational Commitment: Three Types Organizational Commitment Continuance Commitment Continue working for organization because you cannot afford to do otherwise. Normative Commitment Continue working for organization because you face pressure from others to do so. Affective Commitment Continue working for organization because you agree with it and want to remain there.

8. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Organizational Commitment Why Strive for a Committed Workforce?Why Strive for a Committed Workforce? –Committed employees are less likely to withdraw –Committed employees are willing to sacrifice for the organization Approaches to Developing Committed EmployeesApproaches to Developing Committed Employees –Enrich jobs –Align company and employee interests –Recruit and select new employees whose values closely match those of the organization

9. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Person-Organization Fit Research consistently demonstrates that “fit” is one of the primary determinants of job satisfaction and organizational commitmentResearch consistently demonstrates that “fit” is one of the primary determinants of job satisfaction and organizational commitment Schneider’s Attraction-Selection-Attrition modelSchneider’s Attraction-Selection-Attrition model However, good fit has a dark sideHowever, good fit has a dark side

10. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Stress The experience of opportunities or threats that people perceive as important and also perceive they might not be able to handle or deal with effectively.The experience of opportunities or threats that people perceive as important and also perceive they might not be able to handle or deal with effectively. The pattern of emotional states, cognitions, and physiological reactions resulting from stressorsThe pattern of emotional states, cognitions, and physiological reactions resulting from stressors Strain—deviations from normal states or functioning resulting from stressStrain—deviations from normal states or functioning resulting from stress

11. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Key Aspects of Stress First, stress can be experienced because of both opportunities and threats.First, stress can be experienced because of both opportunities and threats. Second, the threat or opportunity experienced is important to a person.Second, the threat or opportunity experienced is important to a person. Third involves uncertainty -- the person experiencing the opportunity or threat is not sure that he or she can deal with it.Third involves uncertainty -- the person experiencing the opportunity or threat is not sure that he or she can deal with it.

12. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Consequences of Stress Physiological ConsequencesPhysiological Consequences Psychological ConsequencesPsychological Consequences burnout: psychological, emotional, or physical exhaustion. Behavioral ConsequencesBehavioral Consequences

13. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. An Inverted U Relationship Between Stress and Performance

14. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Potential Stressors Personal StressorsPersonal Stressors Job-related StressorsJob-related Stressors Group and Organizational StressorsGroup and Organizational Stressors Stressors Arising out of Work-Life LinkagesStressors Arising out of Work-Life Linkages

15. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Examples of Personal Stressors Getting marriedGetting married Getting divorcedGetting divorced Death of a close friend/relativeDeath of a close friend/relative Buying a homeBuying a home MovingMoving Serious illnessSerious illness

16. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Examples of Job-related Stressors Role ConflictRole Conflict Role AmbiguityRole Ambiguity Work OverloadWork Overload Work UnderloadWork Underload PromotionsPromotions Challenging Job AssignmentsChallenging Job Assignments

17. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Examples of Group and Organizational Stressors MisunderstandingsMisunderstandings ConflictConflict Interpersonal DisagreementsInterpersonal Disagreements Uncomfortable Working ConditionsUncomfortable Working Conditions

18. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Examples of Stressors Arising out of Work-Life Linkages Work Life - Personal Life Role ConflictWork Life - Personal Life Role Conflict Family ResponsibilitiesFamily Responsibilities Work Requests in Violation of Personal ValuesWork Requests in Violation of Personal Values

19. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Sources and Consequences of Stress

20. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Coping with Stress Problem-focused coping: the steps people take to deal directly with and act on the source of stress.Problem-focused coping: the steps people take to deal directly with and act on the source of stress. Emotion-focused coping: the steps people take to deal with and control their stressful feelings and emotions.Emotion-focused coping: the steps people take to deal with and control their stressful feelings and emotions.

21. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Problem-Focused Coping Strategies for Individuals Time ManagementTime Management Getting Help From a MentorGetting Help From a Mentor Role NegotiationRole Negotiation (The process through which workers actively try to change their roles in order to reduce role conflict, role ambiguity, overload, or underload.)

22. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Emotion-Focused Coping Strategies for Individuals ExerciseExercise MeditationMeditation Social SupportSocial Support Clinical CounselingClinical Counseling Nonfunctional StrategiesNonfunctional Strategies

23. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Problem-Focused Coping Strategies for Organizations Job Redesign and RotationJob Redesign and Rotation Reduction of UncertaintyReduction of Uncertainty Job SecurityJob Security Company Day CareCompany Day Care Flexible Work Schedules and Job SharingFlexible Work Schedules and Job Sharing

24. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Emotion-Focused Coping Strategies for Organizations On-Site Exercise FacilitiesOn-Site Exercise Facilities Organizational SupportOrganizational Support Employee Assistance ProgramsEmployee Assistance Programs Personal Days and SabbaticalsPersonal Days and Sabbaticals

25. ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Coping Strategies