I/O Psychology: Employee Satisfaction & Commitment
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Questions and Answers

Many job-related attitudes have been studied by psychologists, but the two most commonly studied are ______ and organizational commitment.

job satisfaction

What is job satisfaction?

The attitude employees have toward their jobs.

What is organizational commitment?

The extent to which an employee identifies with and is involved with an organization.

Why should we care about employee attitudes?

<p>Satisfied employees are more committed to their organizations.</p> Signup and view all the answers

Affective-cognitive consistency means that employees who have strong, consistent beliefs about their level of job satisfaction are more likely to be dissatisfied.

<p>False</p> Signup and view all the answers

What are the three motivational facets of organizational commitment? (Select all that apply)

<p>Normative commitment</p> Signup and view all the answers

According to Individual Differences Theory, is job satisfaction largely due to an individual’s personal tendency across situations to enjoy what they do?

<p>Yes</p> Signup and view all the answers

Individual-difference theory states that job satisfaction is NOT consistent across time and situations.

<p>False</p> Signup and view all the answers

Job satisfaction is genetically determined only.

<p>False</p> Signup and view all the answers

What does negative affectivity refer to?

<p>The tendency to have negative emotions such as fear, hostility, and anger.</p> Signup and view all the answers

Which of these is NOT a core self-evaluation?

<p>Generalized self-efficacy</p> Signup and view all the answers

Workers in different countries have the same levels of job satisfaction.

<p>False</p> Signup and view all the answers

Intelligence has a strong correlation with job satisfaction in both simple and complex jobs.

<p>False</p> Signup and view all the answers

People who are satisfied with their jobs tend to be satisfied with life.

<p>True</p> Signup and view all the answers

Job satisfaction is significantly correlated with life satisfaction. Thus, people happy in life tend to be ______ in their jobs and vice versa.

<p>happy</p> Signup and view all the answers

Employees come to a job with certain needs, values, expectations, and if there is a discrepancy between these and the reality of the job, they are more likely to be satisfied.

<p>False</p> Signup and view all the answers

What are the results of an employee’s expectations not being met?

<p>Lower job satisfaction, decreased organizational commitment, and an increased intent to leave the organization.</p> Signup and view all the answers

What does it mean for a psychological contract to be breached?

<p>That an organization has not fulfilled the promises and obligations it made to an employee.</p> Signup and view all the answers

When a psychological contract is breached, job satisfaction and organizational commitment go up and employee intentions to leave the organization decrease.

<p>False</p> Signup and view all the answers

What are the five aspects of fit that employees consider when determining how well they ‘fit’ with a job or an organization? (Select all that apply)

<p>Supervisor</p> Signup and view all the answers

Needs/supplies fit means that the extent to which the rewards are perceived to be consistent with their efforts and performance is not important.

<p>False</p> Signup and view all the answers

What are some signs that an organization should pay attention to that indicate a job/person mismatch? (Select all that apply)

<p>Does not seem excited when first hired or assigned to a job</p> Signup and view all the answers

The nature of work itself is not a very important factor in employee job satisfaction.

<p>False</p> Signup and view all the answers

People who enjoy working with their supervisors and coworkers are less satisfied with their jobs.

<p>False</p> Signup and view all the answers

Satisfaction with supervisors and coworkers is unrelated to organizational and team commitment.

<p>False</p> Signup and view all the answers

Social Information Processing Theory states that employees DO NOT model their levels of satisfaction and motivation from other employees.

<p>False</p> Signup and view all the answers

The social environment has no impact on employees' attitudes and behaviors.

<p>False</p> Signup and view all the answers

What does Equity Theory state?

<p>A theory of job satisfaction stating that employees will be satisfied if their ratio of effort to reward is similar to that of other employees.</p> Signup and view all the answers

If we believe we are treated unfairly, we DON’T attempt to change our beliefs or behaviors until the situation appears to be fair.

<p>False</p> Signup and view all the answers

The employee's perception of inputs and outputs does not determine equity, but the actual inputs and outputs do.

<p>False</p> Signup and view all the answers

Allowing employees access to the salaries of other employees is always a good idea because it increases perceptions of equity.

<p>False</p> Signup and view all the answers

Even if an organization could maintain complete internal equity, employees would not compare their ratios with those of employees from other organizations.

<p>False</p> Signup and view all the answers

What are the three aspects of organizational justice? (Select all that apply)

<p>Interactional justice</p> Signup and view all the answers

What does distributive justice refer to?

<p>The perceived fairness of the decisions made in an organization.</p> Signup and view all the answers

What does procedural justice refer to?

<p>The perceived fairness of the methods used by an organization to make decisions.</p> Signup and view all the answers

What does interactional justice refer to?

<p>The perceived fairness of the interpersonal treatment that employees receive in an organization.</p> Signup and view all the answers

Perceived justice is related to several important factors, including job satisfaction, organizational commitment, performance, withdrawal, and negative reactions. These factors are all unrelated.

<p>False</p> Signup and view all the answers

For many employees, job satisfaction is NOT affected by opportunities for challenge and growth.

<p>False</p> Signup and view all the answers

What does job rotation involve?

<p>It involves giving employees the opportunity to perform several different jobs in an organization, while maintaining the same number of tasks at one time but changing the tasks.</p> Signup and view all the answers

What does job enlargement involve?

<p>It involves giving employees more tasks to perform at the same time, without increasing their level of responsibility.</p> Signup and view all the answers

A job can be enlarged in what two ways?

<p>Tasks performed</p> Signup and view all the answers

Job rotation and job enlargement do NOT accomplish the same main objective.

<p>False</p> Signup and view all the answers

With job enrichment, an employee assumes more responsibility over tasks.

<p>True</p> Signup and view all the answers

What does Job Characteristic Theory suggest?

<p>It suggests that certain characteristics of a job will make the job more or less satisfying, depending on the particular needs of the worker.</p> Signup and view all the answers

What does the Job Diagnostic Survey (JDS) measure?

<p>The extent to which a job provides opportunities for growth, autonomy, and meaning.</p> Signup and view all the answers

What are quality circles (self-directed teams)?

<p>Employee groups that meet to propose changes that will improve productivity and the quality of work life.</p> Signup and view all the answers

Surrette and Harlow (1992) found that people are MOST satisfied with a job if the job was their ONLY choice.

<p>False</p> Signup and view all the answers

What does Discrepancy Theory state?

<p>An employee will remain satisfied with their job if it meets their various needs, wants, expectations, and values.</p> Signup and view all the answers

According to Intrinsic Satisfaction Theory and Job Characteristics Theory, an employee will be MORE satisfied with their jobs if the tasks themselves are enjoyable to perform.

<p>True</p> Signup and view all the answers

The equity and justice theories predict that no matter how much an employee likes their work, if rewards, punishments, and social interactions are given equitably, they will still feel dissatisfied towards their jobs

<p>False</p> Signup and view all the answers

Lack of opportunity for growth, challenge, variety, autonomy, and advancement will increase satisfaction for many people.

<p>False</p> Signup and view all the answers

Job satisfaction is measured in one of two ways. Standard job satisfaction inventories and custom-designed satisfaction inventories.

<p>True</p> Signup and view all the answers

What is the FACE SCALE?

<p>Raters place a mark under a facial expression that is most similar to the way they feel about their jobs.</p> Signup and view all the answers

What does the Job Descriptive Index (JDI) measure?

<p>Job satisfaction, yielding scores on five dimensions: supervision, pay, promotional opportunities, coworkers, and the work itself.</p> Signup and view all the answers

The Minnesota Satisfaction Questionnaire (MSQ) was developed by Weiss, Dawis, England, and Lofquist (1967) and contains 72 job-related adjectives and statements rated by employees.

<p>False</p> Signup and view all the answers

The Job In General (JIG) is useful when an organization wants to measure the overall level of job satisfaction rather than specific aspects.

<p>True</p> Signup and view all the answers

The Allen and Meyer Survey consists of 3 items, 8 each for the 3 factors of affective, continuance, and normative commitment.

<p>False</p> Signup and view all the answers

The Organizational Commitment Questionnaire (OCQ) was developed by Mowday, Steers, and Porter, and measures 3 commitment factors.

<p>True</p> Signup and view all the answers

The Organizational Commitment Scale (OCS) measures 3 aspects of commitment; identification, exchange, and affiliation.

<p>True</p> Signup and view all the answers

The advantage to custom-designed inventories is that an organization cannot ask employees questions specific to their organization.

<p>False</p> Signup and view all the answers

Dissatisfied and uncommitted employees were more likely to leave their jobs and miss their jobs rather than the satisfied and committed ones.

<p>True</p> Signup and view all the answers

Due to the significant costs of absenteeism and turnover, organizations have a lower interest in reducing the number of unscheduled absences.

<p>False</p> Signup and view all the answers

It’s important for organizations to know the reasons why an employee chooses to be absent from work.

<p>True</p> Signup and view all the answers

The basis behind rewarding attendance and punishing absenteeism is that employees DO NOT make a decision each day whether they will attend.

<p>False</p> Signup and view all the answers

The decision-making process for whether to attend work is clearly understood.

<p>False</p> Signup and view all the answers

If employees make conscious decisions about attending work, attendance CANNOT be increased in several ways.

<p>False</p> Signup and view all the answers

What are the three ways to increase attendance? (Select all that apply)

<p>Keeping accurate attendance records</p> Signup and view all the answers

The Well Play method of absenteeism control involves paying employees for unused sick leave.

<p>True</p> Signup and view all the answers

Financial Bonus is a method of absenteeism control in which employees who meet attendance standards are not given cash rewards?

<p>False</p> Signup and view all the answers

In Games as an absenteeism control method, games like poker and bingo are NOT used to reward employee attendance.

<p>False</p> Signup and view all the answers

A Paid Time Off Program (PTO) is an attendance policy in which all paid vacations, sick days, holidays, and so forth are NOT combined.

<p>False</p> Signup and view all the answers

Formal recognition programs can NOT provide employees with perfect-attendance certificates, coffee mugs, plaques, lapel pins, watches, and so forth.

<p>False</p> Signup and view all the answers

Employees who miss work can be disciplined. This discipline can range from giving a warning or a less popular work assignment to firing an employee.

<p>True</p> Signup and view all the answers

The negative consequences of missing work can NOT be increased through policy and record keeping.

<p>False</p> Signup and view all the answers

Organizations typically measure employee absenteeism by counting the number of days missed.

<p>True</p> Signup and view all the answers

Setting attendance objectives and giving feedback on how well employees are achieving their goals can NOT decrease employee absenteeism.

<p>False</p> Signup and view all the answers

Giving employees feedback about their levels of absence can NOT help to lower absenteeism.

<p>False</p> Signup and view all the answers

Absenteeism can be reduced by removing negative factors employees associate with going to work, and one of these factors is stress.

<p>True</p> Signup and view all the answers

The greater the job stress, the LOWER the job satisfaction and commitment, and the greater the probability that most people will want to skip work.

<p>True</p> Signup and view all the answers

To increase attendance, negative factors MUST NOT be eliminated.

<p>False</p> Signup and view all the answers

Employee Assistance Programs (EAPs) utilize professional counselors to deal with employee problems, and an employee with a problem cannot choose to see a counselor on their own.

<p>False</p> Signup and view all the answers

To reduce absenteeism related to illness, organizations are implementing a variety of wellness programs in limited ways.

<p>False</p> Signup and view all the answers

Study Notes

I/O Psychology: Employee Satisfaction & Commitment

  • Topics Discussed:
    • Why employee attitudes matter
    • Factors causing employee satisfaction/commitment
    • Methods for measuring job satisfaction/commitment
    • Consequences of dissatisfaction and negative work attitudes
    • The impact of employee fit

Job Satisfaction & Organizational Commitment

  • Job Satisfaction: The attitude employees have towards their jobs.
  • Organizational Commitment: The extent to which an employee identifies with and is involved with an organization.
  • Relationship: Satisfied employees tend to be more committed to the organization, attend work regularly, stay with the organization longer, and perform well.

Factors Affecting Job Satisfaction/Commitment

  • Individual Differences: Some people have a natural tendency towards being satisfied with their jobs. Job satisfaction is fairly consistent over time and across different types of jobs.
  • Genetic Predisposition: Inherited personality traits (like negative affectivity, fear, hostility, anger) impact satisfaction. This doesn't mean there is a gene for job satisfaction.
  • Core Self-Evaluations: Important personality traits related to job satisfaction; Emotional Stability, Self-Esteem, Self-Efficacy (perceived ability to master their environment), and Internal Locus of Control (perceived ability to control their environment).
  • Culture: Employees from different countries display different levels of job satisfaction.
  • Intelligence: A study suggests that bright people might have slightly lower job satisfaction in non-complex jobs, but the link is negligible in complex jobs.
  • Satisfaction Across Life Aspects: Job satisfaction is linked to overall life satisfaction.
  • Employee Expectations:
    • Discrepancies between expectations & job reality result in dissatisfaction, lower commitment, and increased intent to leave.
    • Organizations should help employees have realistic expectations..
  • Fit with Job and Organization: Employees must feel they fit in with their jobs and organization;
    • Values, interests, lifestyle, skills
    • Nature of the work itself
    • Relationships with coworkers and supervisors
    • Rewards/Compensation

Organizational Commitment

  • Motivational Facets: Affective commitment (willingness to remain), continuance commitment (difficulty of leaving), and normative commitment (obligation to remain).

Measuring Job Satisfaction and Commitment

  • Methods:
    • Standard Inventories:
      • Face Scale: Using a rating scale with facial expressions.
      • Job Descriptive Index (JDI): Assesses five dimensions (supervision, pay, opportunities, coworkers, work itself).
      • Minnesota Satisfaction Questionnaire (MSQ): Includes 100 items with scores on 20 scales.
      • Job in General (JIG): Measures overall job satisfaction.
    • Custom-designed Inventories: Tailor-made questions regarding the organization.

Measures of Commitment

  • Allen and Meyer Survey: Has 24 items which measures affective, continuance, and normative commitment.
  • Organizational Commitment Questionnaire (OCQ): Measures acceptance of goals/values, commitment/desire to remain in the organization

Consequences of Dissatisfaction and Other Negative Work Attitudes

  • Absenteeism: Dissatisfied or uncommitted employees are more likely to miss work. High absenteeism costs organizations.
  • Turnover: Dissatisfied employees are more likely to leave the organization. Turnover has visible and hidden costs.
  • Counterproductive Behaviors: Dissatisfied workers may engage in counterproductive behaviours aimed at others (gossip, harassment, etc.) or the organization (theft, sabotage, etc).
  • Lack of Organizational Citizenship Behaviors (OCBs): Satisfied employees are more likely to display OCBs. Employees are motivated to help the organization and coworkers by completing tasks that are not part of their job requirements.

Reducing Employee Stress & Absenteeism

  • Employee Assistance Programs (EAPs): Provide counseling to employees.
  • Wellness Programs: Encourage healthy behaviours.
  • Reduced Employee Stress: Remove negative or stressful aspects of the job/organization
  • Recruiting policies: Recruiting policies and activities should factor in personality characteristics that are associated with lower absenteeism.

Reducing Turnover

  • Unavoidable Reasons: Family, health, or personal issues that cause turnover.
  • Advancement: Employees leaving for promotions and pay increases.
  • Unmet needs: Employees leaving because their needs (social, appreciation, etc.) aren't met in the organization.
  • Escape: Employees leaving to escape difficult working conditions.
  • Unmet Expectations: Employees leaving because organization falls short of expectations.

Strategies to Reduce Turnover

  • Realistic Job Previews (RJPs): Provide prospects with accurate information about the job expectations.
  • Choosing appropriate hires: Selecting people who fit the organization and are well-suited to the employee role.

Other Important Considerations in Employee Satisfaction and Commitment

  • Organizational Justice: Distributive justice (decisions made fairly), procedural justice (fair decisions), and interactional justice (employees are treated fairly). Fairness issues are crucial to employee well-being and organizational performance .
  • Job Rotation, Job Enlargement, and Job Enrichment: Strategies used to increase employee engagement and decrease boredom.
  • Job Characteristic Theory: Certain characteristics of a job make it more or less satisfying depending on the worker's needs.

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Explore the critical aspects of employee satisfaction and commitment in this I/O Psychology quiz. Delve into the factors influencing job attitudes, understand the measurement methods, and examine the consequences of dissatisfaction. This quiz is designed for anyone interested in enhancing workplace dynamics.

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