POSITIVE EMPLOYEE ATTITUDES BEHAVIORS PersonnelOrganizational Psychology PSY 2404
POSITIVE EMPLOYEE ATTITUDES & BEHAVIORS Personnel/Organizational Psychology PSY 2404 Katherine Barboza, Ph. D
EMPLOYEE ENGAGEMENT & JOB SATISFACTION Employee engagement: Employee’s psychological state characterized by energy, enthusiasm, dedication • éEngagement = éMotivation, Productiveness, Satisfaction • Engagement increases via: • Support by supervisors/organization (Saks, 2006) • Compensation (monetary, professional, social) • Fair/equal treatment Job satisfaction: Positive AND negative feelings and attitudes about one’s job • Global approach: Job satisfaction as an overall construct • Facet approach: Job satisfaction as made up of individual elements • Can be measured through interviews or with self-report measures
ASPECTS OF JOB SATISFACTION
SELF-REPORT MEASURES Minnesota Satisfaction Questionnaire (MSQ) • 20 job facets measured on 5 -item likert scale (Weiss et al, 1967) • How satisfied are you with… Ability, Utilization, Co-workers, Moral Values, Creativity, Achievement, Recognition, Activity, Independence, Responsibility, Advancement, Security, Supervision, Company Policies, Social Status, Variety, Compensation, Working Conditions Job Descriptive Index (JDI) • 5 job facets via a Yes/No/Undecided scale (Roznowski, 1989) • How satisfied are you with… The job itself, supervision, pay, promotions, and coworkers
JOB SATISFACTION & PERFORMANCE Is a “happy worker a productive worker? ” • Moderate correlation between job satisfaction and performance (Judge et al. , 2001) • Porter-Lawler Model (1968): Job satisfaction and performance are not directly linked related when workers perceive fairness in receipt of work-related rewards • Motivation to complete a task is affected by self efficacy AND the reward expected for completing the task • Reward can be intrinsic (meaningfulness, choice, competence, progress) and/or extrinsic ($)
ORGANIZATIONAL COMMITMENT Worker’s feelings and attitudes about the entire work organization (“loyalty”) • Organizational Commitment Questionnaire (OCQ) • • “I am willing to put in a great deal of effort beyond that normally expected in order to help this organization be successful. ” • “Often, I find it difficult to agree with this organization's policies on important matters relating to its employees. ” High positive correlation between job satisfaction and organizational commitment • Workers maintain positive attitudes toward jobs and organizations to maintain cognitive consistency • Commitment and satisfaction affected by job type and variety, responsibility, quality of social relationships at work, compensation, chances for promotion • Increase when company’s and employee’s values align • Positive correlation between commitment and age, education, and company tenure
EMPLOYEE ATTENDANCE • Voluntary Absenteeism: Employees miss work because they want to do something else (not because they are ill or unable to work) Involuntary Absenteeism: Employees have a legitimate excuse for missing work (typically illness) • • Legitimate illnesses still account for the majority of employee absences • Most employers offer their workers vacation, sick leave, paid time off (PTO) and unpaid leave • In addition to federal laws, almost all states have a workers’ compensation statute that covers on-the-job illness and injuries • Increased voluntary absenteeism may be an indicator of turnover!
EMPLOYEE TURNOVER Employees of a company that have a shorter average tenure than those of other companies in the same industry • High turnover Low job satisfaction and low organizational commitment (Griffeth et al, 2000) Involuntary: Employee is fired or laid off Voluntary: Employee leaves to work elsewhere • Monthly turnover rate (2001 -2008 non-farm seasonally adjusted): 3. 3% • Annual turnover rate: 39. 6% • 22% turnover occurs in the first 45 days of employment • 46% of new employees don’t make it past the first 18 months of a new job • Cost of losing an employee in 1 st year = ~3 x their salary
INCREASING JOB SATISFACTION & ORGANIZATIONAL COMMITMENT Changing JOB STRUCTURE • Job rotation: Systematic movement of workers from one type of task to another • Alleviates boredom • Enhances training • Job enlargement: Expansion of a job to include additional and more varied work tasks • Job enrichment: Raise the level of responsibility by giving employees voice in planning, execution, and evaluation of their own work activities
INCREASING JOB SATISFACTION & ORGANIZATIONAL COMMITMENT (CONT’D) Changing PAY STRUCTURE • Skill-Based Pay: Employees are paid based on knowledge and skills rather than organizational positions • Merit Pay: Employees receive a base rate and additional pay based on performance • Gain-Sharing: Compensation based on effective group performance • Profit-Sharing: All employees receive a small share of an organization’s profits
INCREASING JOB SATISFACTION & ORGANIZATIONAL COMMITMENT (CONT’D) Creating FLEXIBLE WORK SCHEDULES • Compressed Work Week: Decreasing # of days/week while increasing # of hours/day • Flextime: A schedule that commits an employee to working a specified number of hours but offers flexibility in regard to beginning and ending times for each day
BENEFITS PROGRAMS Most common way for employers to increase employees’ job satisfaction and commitment—can include: • Health care options • Career development opportunities • Health promotion programs • Deferred Compensation Plan (DCP) for retirement: Roth IRA, 401 K, 403 B • Commuter tax benefits • Contributing on a pre-tax basis allows employees to defer federal, state, and local income taxes • Pre-tax contributions and their earnings will remain tax deferred until withdrawn through Plan benefit payments • On-site child care programs increase job satisfaction but have little effect on employee absenteeism (Goff et al. , 1990)
ORGANIZATIONAL CITIZENSHIP BEHAVIORS (OCBS) Behaviors that advance or promote the work organization and its goals • Are not part of the job description Performed by the employee as a result of personal choice! • Are positively correlated with both job satisfaction and organizational commitment (Podsakoff et al. , 2000) • • Employees who engage in OCBs are less likely to leave the organization and have lower voluntary absenteeism (Chen et al. , 1998; Lee et al. , 2004) “Emotional Intelligence” part of MBA training
TYPES OF ORGANIZATIONAL CITIZENSHIP BEHAVIORS (PODSAKOFF ET AL, 2000) • Helping Behavior: Voluntarily helping others; managing/preventing conflicts • Sportsmanship: Maintaining positive attitude; tolerating inconvenience; sacrificing personal interests for sake of group • Organizational Loyalty: Promoting/defending organization to outsiders • Organizational Compliance: Accepting and adhering to rules/ procedures • Individual Initiative: Volunteering to take on additional duties • Civic Virtue: Participating in organizational governance; keeping informed about organizational policies • Self-Development: Voluntarily upgrading one’s knowledge/skills
WHY OCBS MIGHT WORK (PODSAKOFF & MACKENZIE, 1997) • Employees who help new employees help speed up the orientation and socialization process inherent in new jobs—new employees become productive faster! • Employees w positive attitudes are more cooperative and less likely to create/prolong conflicts with each other • Employees who are cooperative with each other may need less supervision—supervisors have more free time for other duties! • Socialization outside of work can lead to improved organizational communication • Employees more likely to “cover” for each other during absences/ increased workloads • Employees who are willing to learn new skills are more likely to take on new responsibilities/duties
ROLE OF POSITIVE AFFECT Employees' moods, emotions, and overall dispositions have an impact on job performance, decision making, creativity, turnover, teamwork, and leadership • Emotional contagion: When emotions of separate people/groups converge One person’s bad mood spreads like a virus • Dispositional affect: Overall personality tendency to respond to situations in stable, predictable ways • • Linked to higher job satisfaction and performance, and lower absenteeism and turnover (Pelled & Xin, 1999) Emotionally positive workers are more likely to engage in OCBs than emotionally negative workers (Bachrach & Jex, 2000)
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