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Work in the 21st CenturyChapter 9

Attitudes, Emotions, & Work

Mel Curtis/Getty Images

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Module 9.1: Job Satisfaction

• Job satisfaction– Positive attitude or emotional state

resulting from appraisal of one’s job

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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

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

Figure 9.1

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

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

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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

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Figure 9.3:Faces Scale

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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

Table 9.2:Sample Items from the JDI

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Concept of Commitment

Psychological & emotional attachment an individual feels to a relationship,

organization, goal, or occupation

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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

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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

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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

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.

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Figure 9.4:Graphic Scale of Identification

The chart is intended toassess your relationship

with the organization(or company, branch,department, team) you

belong to. Above you willfind 7 rectangles. In

each rectangle there are twocircles. One represents you

and the other one the unityou belong to. In each

rectangle the circles overlap differently. In thefirst rectangle (number 1),

they are totally separateand represent a situation

in which you do not identifyat all with your unit. In thelast rectangle (number 7),

the circles are totallyoverlapping and represent a

situation in which you totallyidentify with the unit. Choose

out of the seven rectanglesthe one that most highlyrepresents the extent to

which you identify withyour unit.

SOURCE: Shamir & Kark (2004).

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Figure 9.5:Expanded Model of Identification

EmployeeEngagement

• 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)

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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

Table 9.3: Different Forms of Work Satisfaction

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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

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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

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Figure 9.6: Distinctions AmongEmotions and Related Constructs

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Figure 9.7: Affect Circumplex

Taxonomy ofWork-Related Emotions

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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

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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

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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

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Core Evaluations

• Assessments individuals make of their circumstances

• Include self-esteem, self-efficacy, & LOC

• Have effects on both job & life satisfaction

Figure 9.8:Elements of Core Evaluations

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Core Self-EvaluationsScale (CSES)

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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

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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

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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

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Telecommuting (cont’d)

• Possible negative effects– Worker alienation

– Loss of important sense of identity

– Promotion less likely

– Rapid disillusionment with lack of promotional opportunities

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Telecommuting

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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 21st Century workplace where long-term employment in 1 organization is increasingly rare.

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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 rolesPhotoDisc/Getty Images

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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