Organizational Behavior Course Model

1. OB Outcomes: Attitudesand Behaviors Effort Job Satisfaction Absenteeism Turnover Stress Workplace Violence Organizational Citizenship Behavior and Commitment Employee Theft Safety and Accidents Sexual Harassment Grievances Influenced by Managers Using Application of Individual Differences Perceptions Attributions Attitude change Values Personality Group Dynamics Reward Systems Job Design Leadership Organizational Behavior Course Model

2. The emotional state resulting from the appraisal of one’s job or job experience; one’s attitude toward one’s job College course satisfaction exercise What is Job Satisfaction?

3. SUMMARY STRATEGY FOR HANDLING INDIVIDUAL DIFFERENCES Less Permanent, More Permanent More Situational, Take as a given and Subject to managerial influence deal with Perceptions Attributions Attitudes Values Personality Changeable Deep-Seated Highly variable Influenced by Has biological within and Work Groups , Peers component. across individuals Socialization.

4. What is a concept map? • A visual representation of a knowledge structure • A tool for organizing and representing knowledge • Creativity in business thinking tool • A tool to facilitate meaningful learning • Helps students make connections among a set of concepts and job satisfaction

5. What does a concept map look like? • Various forms • A simple concept map on an individual’s knowledge of a cup of coffee might look like this: ground up coffee beans naturally sleep have contains coffee can inhibit caffeine can be removed from hot water increase alertness contains

6. Sample MapsSpider concept maps

7. Sample MapsHierarchical concept maps

8. Sample maps:Systems concept maps Input Output

9. Why Complete Maps? • Help you appreciate others’ viewpoints and perspectives • Concept maps encourage you to organize and enhance your knowledge on any topic. • Concept maps help you learn new information by integrating each new idea into an existing body of knowledge. • See new connections & enhance creativity

10. ISSUES RELATED TO JOB SATISFACTION 1. What is job satisfaction and why is it important? 2. What is the status of job satisfaction in the U.S. today? 3. What are the controversies surrounding job satisfaction? a. How much variation in performance is explained by satisfaction? b. Could job performance cause job satisfaction? c. Is job satisfaction really an attitude? 4. What factors affect job satisfaction?

11. REASONS FOR INTEREST IN JOB SATISFACTION • 1. Value judgment • 2. Mental health • 3. Stress & physical health • 4. Public relations function • 5. Collegiality • Customer satisfaction • Lateness, Absenteeism & Turnover • Under Investigation • a. File fewer grievances • b. Have fewer accidents • Engage in more organizational citizenship behaviors & fewer counterproductive behaviors • Retire later

12. Americans are satisfied Gallup polls report consistently high responses Recent polls reconfirm Americans are dissatisfied Poll wording is flawed Different operationali- zations yield different results What is the Status of Job Satisfaction? How you pose the question is key: Job Descriptive Index (JDI) recommended

13. 90% “completely” or “somewhat” satisfied 1997: 84%% (37% completely, 47% somewhat)

14. “If you could start your work life over again, would you choose the same occupation again?” Percent who would choose similar work again (Want children to follow in footsteps) Professional and White collarWorking Class University professors Printers Physicists Skilled auto workers Biologists Skilled steel workers Lawyers Textile workers Journalists Unskilled auto workers Other Other What are the limitations to this approach?

15. JOB DESCRIPTIVE INDEX Measures satisfaction with the following, separately: 1. The work itself 2. Supervision 3. Pay 4. Coworkers 5. Opportunities for advancement/promotion

16. Employee Job Satisfaction Using JDI Dimensions over Time Red entries traditionally the dimensions rated lowest aSource: 2009 Employee Job Satisfaction: A survey report by SHRM including “somewhat satisfied” and “very satisfied” bSource: 2012 Employee Job Satisfaction and Engagement: A Research Report by SHRM including “somewhat satisfied” and “very satisfied”

17. What are the controversies surrounding job satisfaction? How much variation in performance is explained by satisfaction? What do concept maps indicate? 9% of the variance in job performance can typically be explained by job satisfaction. This is the strength of “the satisfied worker is the productive worker” belief. Text describes this as “pretty strong”.

18. Could job performance cause job satisfaction? P S Job Job Performance Satisfaction Is job satisfaction really an attitude? Satisfaction stable over time May be more like a personality trait (& not subject to manager influence) Supported by identical twin reared apart data What are the controversies surrounding job satisfaction?

19. DETERMINANTS OF JOB SATISFACTION Individual Personality traits: self-esteem, stamina, internal locus of control positive affectivity (disposition, hope, and resilience Status/seniority in the organization Genetics

20. DETERMINANTS OF JOB SATISFACTION Organizational/Job Related Perceived fairness of rewards Perceived quality of supervision Decentralization of power Pleasant physical working conditions Job design

21. OB Outcomes: Attitudesand Behaviors Effort Job Satisfaction Absenteeism Turnover Stress Workplace Violence Organizational Citizenship Behavior and Commitment Employee Theft Safety and Accidents Sexual Harassment Grievances Influenced by Managers Using Application of Individual Differences Perceptions Attributions Attitude change Values Personality Group Dynamics Reward Systems Job Design Leadership Organizational Behavior Course Model

22. Managing Job Satisfaction via Job Design • Making work more meaningful • Achieving a healthier fit between people and jobs • Job design thus refers to how work is sub-divided; how tasks are grouped & assigned to people

23. Job Design Strategies Origin High (few things) Scientific Management Job Rotation Job Enlargement Specialized Craft Jobs Level of Work Specialization Job Enrichment Low (many things) Job Characteristics Theory Work Teams Jobs as Assigned 1850 1850 1900 1950 2000 Reverse specialization

24. High Job Satisfaction Low High (do a few things) Low (do many things) Level of Specialization (Division of Labor)

25. Job Design Strategy → less radical less expensive Job rotation Job enlargement (horizontal job loading) Job enrichment (vertical job loading) · adds planning & control Self-Directed Work Teams (Job enrichment at the group level) more radical more expensive Core Job Characteristics Task variety (different skills) Task variety + Task identity (whole piece of work) + Feedback (job provides info on performance) Task variety, + task identity + Feedback + Job autonomy (job offers independence & self-determination of scheduling) + Task significance (job affects others) Task variety + Task identity + Feedback + Job autonomy + Task significance (to a greater extent)

26. Perceived Core Job Characteristics • Skill variety (different skills) • Task identity (whole piece of work) • Task significance (job affects others) • Autonomy (job offers independence & self-determination of scheduling) • Job Feedback (job provides info on performance)

27. Characteristics of Self-Directed (Self-Managed) Teams Members... • Are held accountable for quantity & quality of work • Have discretion in assigning tasks & scheduling • Can perform multiple jobs on the team because of cross training (mandatory job rotation) • Evaluate each other’s job performance – 3600 • Are responsible for total quality of group output • Frequently use skill based pay and gain-sharing “Job Enrichment at the group level”

28. How Does Job Enrichment Enhance Job Satisfaction? • Causal processes are explained by the Job Characteristics Enrichment Model

29. Core Job Characteristics Critical Psychological States Personal and Work Outcomes Skill variety Task identity Task significance Experienced meaningfulness of the work High internal work motivation High-quality work performance High satisfaction with the work Low absenteeism and turnover Autonomy Experienced responsibility for outcomes of the work Job feedback Knowledge of the actual results of the work • Individual Differences • Knowledge and skill • Growth-need strength • Satisfaction w/contextual factors Job Characteristics Enrichment Model

30. Effort Absenteeism Turnover Grievances Quality Productivity Job Enrichment (infusing jobs with the five core job characteristics) Job Satisfaction

31. Practical Issues Related to Job Enrichment: Factors to Consider Before Implementing Job Redesign • Does the job need enriching? • Can it be meaningfully enriched? • Is your workforce likely to desire job enrichment?

32. Does the job need enriching? Effort Absenteeism Turnover Grievances Quality Productivity Job Enrichment (infusing job with the 5 core job characteristics) as perceived by the employee; avoid Error of extrapolating from self Job Satisfaction

33. Which of the “Core Job Characteristics” are Deficient? • Skill variety (different skills) • Task identity (whole piece of work) • Task significance (job affects others) • Autonomy (job offers independence & self-determination of scheduling) • Job Feedback (job provides info on performance)

34. Job Diagnostic Survey Evaluate your present or most recent job using a scale of 1 (strongly disagree) to 7 (strongly agree). This job... __ 1. Provides much variety. __ 2. Permits me to be left on my own to do my work. __ 3. Is arranged so that I often have the opportunity to see jobs or projects through to completion. __ 4. Provides feedback on how well I am doing as I am working. __ 5. Is relatively significant in my organization. __ 6. Gives me considerable opportunity for independence and freedom in how I do the work. __ 7. Provides different responsibilities.

35. __ 8. Enables me to find out how well I am doing. __ 9. Is important in the broader scheme of things. __10. Provides an opportunity for independent thought and action. __ 11. Provides me with considerable variety of work. __ 12. Is arranged so that I have the opportunity to complete the work I start. __ 13. Provides me with the feeling that I know whether I am performing well or poorly. __14. Is arranged so that I have the chance to do a job from the beginning to the end (i.e., a chance to do the whole job). __ 15. Is one where a lot of other people can be affected by how well the work gets done.

38. Motivating Potential Score (Var + Task Id + Task Sig) X Autonomy X Feedback 3 Weighted equally in model Norm for U.S. jobs is 130; range 1-343

39. Core Job Characteristics Critical Psychological States Personal and Work Outcomes Skill variety Task identity Task significance Experienced meaningfulness of the work High internal work motivation High-quality work performance High satisfaction with the work Low absenteeism and turnover Autonomy Experienced responsibility for outcomes of the work Job feedback Knowledge of the actual results of the work • Individual Differences • Knowledge and skill • Growth-need strength • Satisfaction w/contextual factors Job Characteristics Enrichment Model

40. Can the job be meaningfully enriched?: Dental Hygienist Case Example Some characteristics may be: • Un-enrichable due to technological or profit constraints; just not cost/benefit effective • Cannot figure out how to enrich

41. Can the job be meaningfully enriched?: Dental Hygienist Case Example Job already high in: • task significance • task identity • feedback Projected to be: • medium to low in variety • low in autonomy How to Enrich?????

42. Is your workforce likely to desire job enrichment? • Enrichment efforts typically introduced by management • Unions leadership often suspicious; involvement critical. Enrichment perceived as: • Diversionary tactic • Reduction in the number of jobs needed possible • Trick to get labor to assume managerial responsibilities • Current wage systems may require adjustment • Worker preferences may be taken into account