Employee Satisfaction & Committment
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| extent to which an employee wants to remain with an organization and cares about the organization | show 🗑
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| extent to which employees believe they must remain with an organization due to the time, expense, and effort they have already put into the organization | show 🗑
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| show | distributive justice
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| show | equity theory
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| extent to which people believe that their success and failure is determined by external sources (e.g., luck, other people | show 🗑
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| show | Faces Scale
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| method of absenteeism control in which employees who meet an attendance standard are given a cash reward | show 🗑
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| absenteeism control method in which games such as poker and bingo are used to reward employee attendance | show 🗑
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| perceived fairness of the interpersonal treatment that employees receive | show 🗑
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| show | internal locus of control
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| show | Job Descriptive Index (JDI)
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| show | Job Diagnostic Survey (JDS)
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| system in which employees are given more tasks to perform at the same time | show 🗑
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| system in which employees are given more responsibility over the tasks and decisions related to their job | show 🗑
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| show | Job in General Scale (JIG)
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| show | job rotation
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| show | job satisfaction
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| measure of job satisfaction, developed by Weiss/Dawis/England/Lofquist '67,, that yields scores on 20 dimensions | show 🗑
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| show | normative commitment
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| behaviors that are not part of an employee’s job but which make the organization a better place to work (e.g., helping others, staying late) | show 🗑
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| extent to which an employee identifies with and is involved with an organization | show 🗑
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| 15-item questionnaire that taps three organizational commitment dimensions | show 🗑
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| show | Organizational Commitment Scale (OCS)
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| attendance policy in which all paid vacations, sick days, holidays, and so forth are combined | show 🗑
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| show | person/organization fit
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| show | procedural justice
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| employee groups that meet to propose changes that will improve productivity and the quality of work life | show 🗑
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| employee groups that meet to propose changes that will improve productivity and the quality of work life | show 🗑
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| show | social information processing theory
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| show | social learning theory
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| method of absenteeism control in which employees are paid for their unused sick leave | show 🗑
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| job satisfaction is __ __ to organizational commitment | show 🗑
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| show | locus of control, self-esteem, & self-efficacy
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| Clay is very intelligent and Joshua is not very bright. On the basis of the meta-analysis by Griffeth, Hom, and Gaertner (2000), we would expect Clay to be ________ with his job and Joshua to be ________ with his job. | show 🗑
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| show | social information processing theory
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| according to a meta-analysis by Colquitt and his colleagues, __ justice is most related to job performance | show 🗑
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| show | job characteristics model
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| measurements for job satisfaction | show 🗑
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| show | moderately correlated (r = .21)
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| show | most (73%)
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| you would like to hire employees who will not miss work. Your best bet would be to hire applicants who score high on the personality dimension of | show 🗑
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| show | job satisfaction & organizational commitment
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| show | correlated; similar
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| show | satisfied employees
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| show | satisfied & committed employees
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| show | not consistent
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| show | affective-cognitive consistency
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| show | not as large as one would expect
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| show | desire; actual
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| even though a theory itself may not be completely supported by research, the __ __ have generally led to increased performance or longer tenure | show 🗑
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| show | most commonly studies facets of job satisfaction
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| show | motivational facets to organizational commitment
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| postulates that some variability in job satisfaction is due to an individual's personal tendency across situations to enjoy what they do | show 🗑
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| show | regardless
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| in order for individual difference theory to be true, it would be essential that job satisfaction be consistent across | show 🗑
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| research on the types of people that seem to be consistently satisfied with their jobs has focused on | show 🗑
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| show | genetic predisposition
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| tendency to have negative emotions such as fear, hostility, and anger | show 🗑
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| certain types of __ are associated with tendency to be satisfied/dissatisfied with one's job | show 🗑
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| show | self-efficacy
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| show | external
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| show | personality variables
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| have high self-esteem & feeling of being competent, are emotionally stable, & believe they have control over their lives | show 🗑
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| show | job satisfaction (r-.41) and life satisfaction (r=.41)
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| tendency to have positive emotions | show 🗑
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| meta-analyses by Connolly/Viswesvaran and Bowling/Hendricks/Wagner indicate that overall job satisfaction, as well as different facets of job satisfaction, is related to | show 🗑
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| show | significantly related
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| data from International Social Survey Program indicated that employees in __ were the most satisfied | show 🗑
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| show | Hungary
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| show | Great Britain
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| show | US
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| show | highest level
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| show | lowest level
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| relationship between intelligence & satisfaction is negligible in | show 🗑
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| study by Ganzach suggests that bright people have slightly lower job satisfaction than do less intelligent employees in jobs that are __ __ | show 🗑
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| intelligence & __ are not significantly related | show 🗑
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| people who are satisfied with their jobs tend to be | show 🗑
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| show | spill over into one another
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| organization's should work toward fulfilling those needs it can & should help employees find __ __ to meet their other needs | show 🗑
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| people who are unhappy in their lives & jobs will not leave their job because | show 🗑
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| for people who are normally happy in life, being unhappy in their job is seen as | show 🗑
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| show | discrepancy theory
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| test of discrepancy theory by Wanous/Poland/Premack/Davis, concluded that when an employee's __ are not met the results are lower job satisfaction(r=-.39), decreased organizational commitment (r=-.39), & increased intent to leave organization (r=-.29) | show 🗑
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| show | experiences
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| Irving/Meyer found that differences between employee expectations and experiences was only __ __ to job satisfaction | show 🗑
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| show | go down
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| show | increase
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| extent to which rewards, salary, & benefits received by employees are perceived to be consistent with their efforts and performance | show 🗑
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| show | fit
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| employees rank __ __ as most important factor in a job | show 🗑
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| supervisors rank salary & bonus as being __ __ for employees | show 🗑
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| satisfaction with supervisor & coworkers is related to organization & team commitment, resulting in | show 🗑
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| distributive, procedural, & interactional justice are all | show 🗑
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| show | perceived justice
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| show | difficult to implement
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| because of practicality & employee's perceptions of inputs/outputs not the actual inputs/outputs it is | show 🗑
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| even if organizations were able to maintain complete __ __, employees would then compare their ratios with those of employees from other organizations | show 🗑
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| even if equity theory were completely accurate, maintaining high level of __ __ would be difficult | show 🗑
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| show | satisfy employee self-actualization needs
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| jobs can be enlarged through | show 🗑
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| employees are allowed to make more complex decisions | show 🗑
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| employees are given more tasks of the same difficulty level to perform | show 🗑
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| job satisfaction increases with __ enlargement | show 🗑
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| show | task
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| show | job rotation & enlargement
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| helps to alleviate boredom by allowing employee to change tasks | show 🗑
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| show | job enrichment
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| theory that enriched jobs are more satisfying | show 🗑
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| allow variety of skills to be used, allow employees to complete entire task, involve task w/more meaning or importance, allow employees to make decisions, & provide feedback about performance | show 🗑
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| show | Job Diagnostic Survey
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| authority to make decisions about one's own work | show 🗑
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| when increased decision-making responsibilities are not possible __ __ __ can still be implemented | show 🗑
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| showing employees that their jobs have meaning & that they are meeting some worthwhile goal through their work | show 🗑
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| show | increase
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| meta-analyses results indicate that quality circles __ __ __ job satisfaction & commitment in the public sector | show 🗑
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| show | team approach
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| show | individual-difference theory
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| according to discrepancy theories, we will remain satisfied with our job if it | show 🗑
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| show | consistent w/requirements & characteristics of job
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| we will be more satisfied with our jobs if the tasks themselves are enjoyable to perform, according to | show 🗑
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| overall satisfaction can be affected by our satisfaction with __ __ of the job | show 🗑
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| show | according to social learning theory
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| show | according to equity & justice theories
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| show | job characteristics theory & Maslow's level of self-actualization
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| show | measurements for job satisfaction
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| show | measurement of commitment
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| Faces Scale is not commonly administered in part because it | show 🗑
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| Faces Scale is not commonly administered in part because some employees believe it is so __ it is __ | show 🗑
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| show | scale for job satisfaction
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| JDI consists of __ adjectives and statement that are rated by employees | show 🗑
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| show | JDI dimensions
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| show | highly correlated
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| show | both JDI & MSQ
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| JIG was developed by Ironson/Smith/Brannick/Gibson/Paul '89 because JDI & MSQ measure | show 🗑
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| JDI is useful when organization wants to measure __ __ of job satisfaction rather than __ __ | show 🗑
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| show | how important that job aspect is to them
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| includes 2 questions per facet; 1 asking how important facet is to employee & 1 asking how satisfied employee is with facet | show 🗑
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| most measures of organizational commitment are | show 🗑
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| show | tap aspects
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| show | Allen and Meyer survey
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| show | OCQ commitment factors
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| when using OCQ most people __ factor to yield __ __ commitment score | show 🗑
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| show | OCS aspects of commitment
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| show | custom-designed inventories
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| show | specific to their organization
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| comparing US absenteeism rates with other countries is difficult because many countries require employers to | show 🗑
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| show | single day of paid absence
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| globally organizations are concerned with absenteeism because of its | show 🗑
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| show | turnover
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| show | intended turnover
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| punishment will __ absenteeism only if employees make conscious decisions about attending | show 🗑
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| show | mostly due of illness
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| most recent CCH survey on unscheduled absenteeism 65% of absences were due to | show 🗑
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| according to CareerBuilder.com poll 35% of employees admitted to taking at least 1 sick day per year | show 🗑
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| show | attending to personal errands, catching up on sleep, & relaxing
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| show | rewarding attendance, disciplining absenteeism, & keeping accurate attendance records
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| use money to reward employees for achieving certain levels of attendance | show 🗑
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| well pay, financial bonus, & games are examples of | show 🗑
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| PTO is also known as | show 🗑
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| human resource directors rate buy-back programs, paid-leave banks, & disciplinary action as the most effective | show 🗑
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| provide employees with certificates, coffee mugs, plaques, lapel pins, watches, etc | show 🗑
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| human resource directors do not perceive formal recognition programs to be as effective | show 🗑
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| many organizations are eliminating perfect-attendance incentives out of concern that such programs might violate | show 🗑
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| show | reduced
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| show | discipline
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| discipline works well, especially when combined with __ __ for attending | show 🗑
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| way to increase __ __ for missing work is through policy & record keeping | show 🗑
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| most organizations measure absenteeism by counting __ of days missed | show 🗑
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| show | instances
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| show | only for an actual illness
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| absenteeism can be decreased by setting | show 🗑
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| show | reaching attendance goals
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| absenteeism can be reduced by removing __ __ employees associate with going to work | show 🗑
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| show | job stress
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| show | sources of stress at work
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| 1st step to eliminate negative factors is to __ __ of those that bother employees | show 🗑
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| show | negligible effect
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| use professional counselors to deal with employee problems | show 🗑
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| 75% of employers offer some form of | show 🗑
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| motivation for EAPs may be good but little if any __ __ supports their effectiveness | show 🗑
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| show | increased productivity & reduced absenteeism/turnover
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| show | employee illness
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| to reduce absenteeism related to illness organization are implementing | show 🗑
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| work-site fitness programs have small but significant effect on | show 🗑
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| there is a theory of absenteeism that postulates that one reason people miss work is result of | show 🗑
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| show | compulsive, rule-oriented personality
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| individuals high is personality trait of conscientiousness and low is extraversion were | show 🗑
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| many times an individual will miss work because of events or conditions | show 🗑
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| show | with poor weather
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| show | visible costs of turnover
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| show | hidden costs of turnover
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| show | additional hidden costs of turnover
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| show | lower organizational performance
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| because some turnover is healthy for an organization, there is __ __ between turnover and performance | show 🗑
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| moderate amount of turnover will result in | show 🗑
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| show | negative effect of turnover
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| show | mediated
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| turnover will most affect organizations that do not | show 🗑
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| show | develop their employees
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| research seems to support idea that employee leaving organization will most affect organization's performance when | show 🗑
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| research seems to support idea that employee leaving organization will have __ __ on performance when turnover rate is high | show 🗑
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| show | why
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| attitude surveys to current employees and exit interviews w/employees leaving, as well as salary surveys can be used to | show 🗑
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| 89% of managers believe employees leave for more __, yet 88% of employees say they left for __ __ | show 🗑
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| show | employee turnover
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| unavoidable reasons, advancement, unmet needs, escape, & unmet expectations are typical reasons | show 🗑
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| school starting or ending, job transfer of spouse, employee illness/death, or family issues are all | show 🗑
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| described as extent to which employees have links to their jobs and community, important of these links, & ease with which these links could be broken & reestablished elsewhere | show 🗑
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| show | counterproductive behaviors
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| show | counterproductive behaviors aimed at individuals
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| theft & sabotage are | show 🗑
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| show | counterproductive behavior
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Created by:
lfrancois
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