ORGANIZATIONAL BEHAVIOR

TOPIC 4: WORKPLACE EMOTIONS, ATTITUDES & STRESS

PREPARED BY:NOOR FADILLAH BINTI JAAFAR

QUESTION:A Senior executive in your organization read an older organizational behavior textbook which

concluded that there is no more than a very weak relationship between job satisfaction and job performance. The senior executive now believes that it is a waste of time and money to have

happy workers.

Instead the executive is recommending find way to improve productivity without any consideration for employee wellbeing (beyond legal requirements). The company president is concerned that the executive information may convinced other member of the management

committee to take a similar harsh view.

Provide 3 different arguments why companies should try to maintain a reasonable level of job satisfaction among employees in this organization.

DEFINITON OF JOB

SATISFACTION

A person’s evaluation of his or her job and work

context. (MCSHANE,2008)

A pleasurable or positive emotional state resulting

from the appraisal of one’s job or job experience.

(DEBRA & JAMES,2004)

The extent to which people like (satisfaction) or

dislike (dissatisfaction) their jobs.(SPECTOR, 1997)

A pleasurable or positive emotional state resulting

from the appraisal of one’s job or job experiences.

(LOCKE, 1976)

DEFINITION OF JOB PERFORMANCE

Work performance in terms quantity quality employee

standards performance reviews (www.businessdictionary.com)

As an individual level variable . (campbell ,J.P ,1990)

THE RELATIONSHIP BETWEEN JOB PERFORMANCE AND JOB SATISFACTION

MODEL 1: JOB SATISFACTION CAUSES JOB PERFORMANCE. Job

satisfaction

Job performance

1. G. Strauss (1968) commented, "Early human relationists viewed the morale-productivity relationship quite simply: higher morale would lead to improved productivity“.

2. Eagly and Chaiken (1993) concluded, "In general, people who evaluate an attitude object favorably tend to engage in behaviors that foster or support it, and people who evaluate an attitude object unfavorably tend to engage in behaviors that hinder or oppose it“.

3. It can be said that attitudes toward the job should be related to behaviors on the job, the most central of which is performance on the job.

MODEL 2:JOB PERFORMANCE CAUSES JOB SATISFACTION

Job performance

Job satisfaction

1. Like expectancy theorists, Locke (1970) viewed satisfaction as resulting from performance, but in this case satisfaction was viewed as a function of goal-directed behavior and value attainment.

2. Deci and Ryan's (1985) self-determination theory, for example, argues that satisfaction follows from the rewards that result from behavior.

3. Although there are differences in these explanations, broadly construed the performance —» satisfaction model is derived from the assumption that performance leads to valued outcomes that are satisfying to individuals.

MODEL 3: JOB SATISFACTION AND JOB PERFORMANCE ARE RECIPROCALLY RELATED. Job

satisfaction

Job performance

1. Specifically, Wanous (1974) found support for a reciprocal relationship, but it depended on the type of satisfaction—

• extrinsic satisfaction, satisfaction —» performance,

• intrinsic satisfaction, performance —> satisfaction.

3 DIFFERENT ARGUMENTS TO MAINTAIN A LEVEL OF JOB SATISFACTION.

JOB SATISFACTION INFLUENCE ORGANIZATIONAL CITIZENSHIP BEHAVIOR (OCB).

ACCORDING TO STEINHAUS AND PERRY,1996: THESE WORKERS ARE MORE LIKELY TAKE PRIDE IN ORGANIZATIONAL MEMBERSHIP BELIEVE IN

THE GOALS AND VALUES OF THE ORGANIZATION AND THEREFORE EXHIBIT HIGHER LEVELS OF

PERFORMANCE AND PRODUCTIVITY.

WE CAN SAY THAT OCB EMPLOYEES WILL GO BEYOND THEIR FORMAL REQUIREMENT. IN OTHER WORDS, WHEN THEY

WERE SATISFIED, THEY DID A VERY GOOD JOB WITHOUT

HAVING A TOP MANAGEMENT ASKING THEM TO DO SO.

AS WE CAN SEE, JOB SATISFACTION IS THE

MAJOR DETERMINANT OF

AN EMPLOYEE’S OCB. IT LED THEM TO TALK

POSITIVELY ABOUT PEOPLE, HELP

OTHERS AND GO BEYOND THE

NORMAL EXPECTATION IN JOB.

SATISFACTION INFLUENCE OCB THROUGH PERCEPTION

OF FAIRNESS.

TO SUM IT UP, WHEN THE JOB SATISFACTION IS INCREASE, THE OCB ALSO

INCREASE AND IT WILL BOOST THE ORGANIZATION’S PRODUCTIVITY.

JOB SATISFACTION INFLUENCE PRODUCTIVITY.

Organization with satisfied employees tend to be more effective than organization

with fewer satisfied employees. (robbins,2003)

Job satisfaction is vitally important to worker productivity. (judge, thoreson ,bono &

patton,2001)

JUDGE, THORESON ,BONO & PATTON’S DIAGRAM (2001)

1. The relationship between job satisfaction and job performance is complex and likely cyclical.

2. Studies have shown that increased job satisfaction leads to increase motivation (behavioral intentions , less apathy (low performance as withdrawal and better worker mood ) all of which increase efficiency and overall quality job performance.

JUDGE, THORESON ,BONO & PATTON’S DIAGRAM (2001)

JOB SATISFACTION INCREASE EMPLOYEES AND CUSTOMERS SATISFACTION.

INCREASE CUSTOMER’S

SATISFACTION AND LOYALTY

LOWER TURNOVER RATE & LEADS TO

CUSTOMER FAMILIARIZATION

SATISFIED EMPLOYEES

EMPLOYEES SATISFACTION RELATED TO THE POSITIVE OUTCOMES.

EMPLOYEE SATISFACTION CAN CONTRIBUTE TO CUSTOMER

LOYALTY THROUGH A SERIES OF LINKS REFERRED TO AS THE

‘SERVICE PROFIT CHAIN’. (HESKETT ET ALL,1994). FROM

THE TERM, IT CAN BE CONCLUDED THAT IF THE

EMPOYEE I SATISFIED, THE PRODUCTIVITY WILL BE

INCURRED.

BROOKS,2000 REVIEWED THE RELATIONSHIP BETWEEN FINANCIAL SUCCESS AND CUSTOMER AND EMPLOYEE VARIABLES (E.G

CUSTOMER SATISFACTION, EMPLOYEE SATISFACTION) AND FOUND THAT, DEPENDING ON THAT MARKET SEGMENT AND INDUSTRY, BETWEEN 40 & 80 PERCENT OF CUSTOMER SATISFACTION AND

CUSTOMER LOYALTY WAS ACCOUNTED FOR BY THE RELATIONSHIP BETWEEN EMPLOYEES ATTITUDES AND CUSTOMER RELATED

BEHAVIOUR.

TO SUM IT UP, IF THE EMPLOYEES SATISAFCTION IS INCREASE, THE CUSTOMER SATISFACTION WILL ALSO

INCREASE.

CONCLUSION

THE TOP MANAGEMENT SHOULD BE KEPT INFORMED WITH THE

CURREND TREND OF EMPLOYEES MANAGEMENT. IT HAS TO DO SO

IN ORDER TO ENSURE THE HARMONIOUS ENVIRONMENT IN

THE ORGANIZATION

THE LEVEL OF JOB SATISFACTION ALSO VERY CRUCIAL FOR AN ORGANIZATION

BECAUSE IT IS STRONGLY RELATED AND HAS A LINKAGE TO THE LEVEL OF

PRODUCTIVITY TO AN ORGANIZATON.

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job performance relationship: A qualitative and quantitative review.

Psychological Bulletin, 127, 376-407.

Haskett,J.L, Jones, T.O,Loveman, G.W,Saesar, W.E And Schlesigar,L.A (1994). Putting The Services Profit Chain To Work.

Harvard Business Review,March-April 1994.

Robbin,Judge (2007), Organizational Behaviour, 15th edition,Pearson Education

Hill.

Paul E. Spector, “Measurement of Human Service Job Satisfaction: Development of

theJob Satisfaction Survey,” American Journal of Community Psychology 13

(June 1985):693-712.

Debra L Nelson, James Campbell Quick (2004), Understanding Organizational

Behaviour.

MC Shane,S.L & Von Glinow, M.A (2010), Organizational Behavior- Emerging

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Hill,NY USA.