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Job Satisfaction Evaluation

by: Evy

Job Satisfaction Evaluation MGMT 340

Cal State Fullerton
GPA 3.2

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About this Document

Class Notes, Reading Notes, Key Terms, Evaluation of Job Satisfaction and Research Variables.
Organizational Behavior
Gerard Beenen
Class Notes
jobsatisfaction, organizationalmanagement, mgmt, mgmt340, ob, #management #organizationalbehavior
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This 5 page Class Notes was uploaded by Evy on Saturday September 17, 2016. The Class Notes belongs to MGMT 340 at California State University - Fullerton taught by Gerard Beenen in Fall 2016. Since its upload, it has received 5 views. For similar materials see Organizational Behavior in Management at California State University - Fullerton.


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Date Created: 09/17/16
9/17/2016 OneNote Online JOB SATISFACTION   Tuesday, August 23, 2016  5:42 PM  JOB SATISFACTION OVERVIEW  KEY TERMS:   1. ATTITUDES: Evaluave Statements or judgements about EXAMPLES: Job Sasfacon is a topic heavily studied as a a given subject.   means to improve work performances, keep good employees, increase efficiency, increase movaons and 2. COGNITIVE COMPONENT: A belief about why something is the way it is. Opinion.  producvity, handle disgruntled workers and remove 3. AFFECTIVE COMPONENT: A feeling or emoon resulng negave influences on the work envvironment.   from this opinion.     For example, what makes a long‐term, loyal and producve 4. BEHAVIORAL COMPONENT: Intenons to act a certain way because of those feelings and emoons.    employee quit aer so many years of service. Is it changes in 5. COGNITIVE DISSONANCE: The difference between what work relaonships? Feelings of unappreciaon? Poor compensaon? Limited upward movement? Or a somebody says and what they do.   combinaon of variables.   6. JOB SATISFACTION: Contentment and enthusiasm (or negave) feelings toward one's job or dues.   Also, how does this employee serve as anexample to others? 7. JOB INVOLVEMENT: Degree which somebody idenfies They could make them queson their sasfacon, queson the environment, and serve as a negave influence on the with their job.  8. PSYCHOLOGY EMPOWERMENT: Degree to which workplace if not taken care of.  somebody feels they contribute to their organizaon.    9. ORGANIZATIONAL COMMITMENT: loyalty and Atude, Behavior, and Performance are indicators of job sasfacon.   commitment to ones organizaon.   10. PERCEIVED ORGANIZATIONAL SUPPORT: {POS) The   degree to which an employee feels their organizaon 3.1 ATTITUDES: REFER TO ABC MODEL  Atudes are STATEMENTS, that evaluate a set of percepons values them.  and concerns about a given situaon. They are complex in 11. POWER DISTANCE: Degree to which a society or organizaon accepts that power is not equally nature and affected by a large range of variables both on distributed.  personal and professional levels, also highly psychological.    12. EMPLOYEE ENGAGEMENT: Involvement with and sasfacon with the dues of their job.   ABC MODEL: Atudes can be described by three main 13. CORE SELF EVALUATION: Feelings of inner worth or components.   overall competence. How you feel about yourself? Affecve Component: Feeling aspect. Emoonal   Behavioral Component: An intenon to behave a certain Posive or negave?  14. CORPORATE SOCIAL RESPONSIBILITY: An organizaonal way because of a feeling or emoon from the Affecve responsibility to society, determined by ethical behavior, Component.   Cognive component: The underlying component, A belief moral decisions, a greater contribuon to society vs about why things are a certain way. Leads to emoons, leads simply making profit.   15. EXIT: Dissasfacon expressed by leaving a company to behavior.   (Talk with your feet)    Example: You believe your boss is ungrateful for the work 16. VOICE: Dissasfacon used to create beer condions or make changes to the organizaon (union)  you've contributed to a project. Your wasted efforts and 17. LOYALTY: Being loyal to a company and passively waing disappointment lead you to be angry over lile recognion. for condions to change instead of acng on concerns.  Your anger leads you to behave by not performing as highly or contribung as much effort because you believe it will not 18. NEGLECT: Neglecng responsibilies ( a passive‐ aggressive approach)  be recognized.   19. COUNTERPRODUCTIVE WORK BEHAVIOR: Deviance,   acons that are counterproducve and pose harm on 3.2 ATTITUDES AND BEHAVIOR  Atudes predict future behaviors.   an organizaon (an aggressive approach)  20. TURNOVER: The rate to which employees leave and are Oen there is a cognive dissonance between what replaced, leads to poor efficiency due to increased someone says and what someone does (they don’t match).  People will oen act according to what they say if the acons training pracces.  taken previously do not match their current atude.   21. ABSENTEEISM: Being absent from the job affect conscienousness.     Behavior is most closely related to emoon, and emoon is affected by a belief about something (ABC model)!179&cid=f24a31a3004b960b&app=OneNote 1/5 9/17/2016 OneNote Online This puts behavior one step away from atude. There is an emoonal component missing, or a conngency variable.      3.3 JOB ATTITUDES:  Atudes oertaining to the workplace are complex, but vital to successfully running a team and understanding fellow employees. It is not wise to let a hard‐working employee leave because of an inability or lile desire to understand what is affecng their atude. It is also not wise to let an atude build that leads to behavior that is detrimental to the work environment.     Job Sasfacon leads to involvement – or how well an employee idenfies with the job. Is it simply a paycheck? OR is there a care or concern for the company and its purpose?  Beer sasfacon leads to increased parcipaon, leads to empowerment.   Employees oen prefer to feel that they mean something to their company, that their work is appreciated, and they contribute a great deal to the overall purpose (empowerment).    Sasfacon also leads to Commitment and Loyalty. How long an individual wishes to parcipate and stay involved in their company. This is affected by POS (Perceived Organizaonal Support) or how much the organizaon values them – reciprocity in appreciaon and commitment.     Power Distance is a factor many employees fail to understand – or beer yet accept. That ranges of power in an organizaon or unequal, and some do not have to work as hard as others to reach the top, and that their boss geng paid 3x as much, is not necessarily doing 3x the work. This can contribute greatly to dissasfacon and poor overall communicaon and allocaon of dues.    Employee engagement is in reference to the sasfacon an employee has with the work they do, rather than simply the organizaon as whole.     Most of the overlap in job sasfacon is related to personalies, rather than factors aributed to work.     3.4 JOB SATISFACTION  Job Sasfacon judged by a broad range of variables.   Dues, Responsibilies, Relaons with coworkers, relaons with managers, power structure, feelings of appreciaon, commitment, loyalty, following rules, meeng performance standards, adapng to new technology and condions.     TWO APPROACHES:   1. All Things Considered Approach 1‐5  2. Summaon of Job Facets, (Point System summed up from various aspects)   Only a slight majority of people are sasfied with their jobs.   This varies by geographical locaon and differences in sociees.!179&cid=f24a31a3004b960b&app=OneNote 2/5 9/17/2016 OneNote Online   3.5 CAUSES OF JOB SATISFACTION:  Condions, Personality, Pay, Responsibility.  Jobs that supply good working condions, good training, safe work environment, variety of tasks, meaningful tasks and responsibilies, independence, feedback, good social structure, good management structure, supporve management, and supporve interacons amongst coworkers, have beer rangs of job sasfacon.     People who have Posive Core Evaluaons, (Core Self evaluaon) who believe they have worth and who have good self esteem and overall competence are generally more sasfied with their jobs.     Pay is a vital component in job sasfacon up unl the employee reaches a good standard of living and overall comfort. It is difficult to find an employee truly happy with their job is they can barely make ends meet.   However, if you have a sasfied employee, who is comfortable ni pay it may be more difficult to ence them into doing a job they may not be as happy with, simply for beer pay or compensaon.     Sasfacon with a company is affected greatly by CSR (Corporate Social Responsibility), an employee may be ashamed of their job if they're working for a corporaon over charging for basic human health needs such as epipens or medicaons. Ethical behavior amongst the corporaons as a whole is essenal to maintaining loyal and sasfied employees.     3.6 OUTCOMES:  Job Performance, OCB Organizaon Cizenship Behavior, Customer Sasfacon, Life Sasfacon    Sasfacon affects performance, but not in simply the way you might think. Overly sasfied employees may not perform as highly because incenve to achieve more has been depleted. However too poor sasfacon will also aribute to poor performance due to frustraon and feelings of being taken advantage of.     Organizaonal Cizenship Behavior is the percepon of the organizaon, helping others, going above and beyond, job sasfacon is moderately correlated to OCBs, because there is an elevated sense of trust.    Frontline employees are also affected by customer sasfacon and how much of an impact they have had on clients and customers. The validity sought aer by good reviews and good feedback will lead to beer overall job sasfacon. Can see the impact on the most vital components of a business – the clients. To some clients, the employee is the corporaon, gives an elevated sense of worth and contribuon.!179&cid=f24a31a3004b960b&app=OneNote 3/5 9/17/2016 OneNote Online Life Sasfacon will affect jobs. People too oen assume that life will be separated from the job but this is far from true. A job is apart of someone's life, much like family and friends and situaons are. If there is an elevated sense of negavity in an employees personal life – death, divorce, drama, illness, etc – this will affect percepons of ones job. Can bring up resentments about work which may have been more easily handled without the negave impact ones personal life may be having. And VISA VERSA..      3.7 IMPACT OF DISSATISFACTION   Exit, Voice, Loyalty, Neglect, Counter‐producvity and Behavior, Absenteeism, Turnover.    Leaving the organizaon, neglecng responsibilies, aempts to improve condions, waing for improved condions, frequent absences, high turnover, and acons that may damage to organizaon are oen outcomes of dissasfacon.     RESEARCH APPROACH   Much research has been done on Job Sasfacon, but is not ulized enough when evaluang situaons. Many managers too oen use intuion and gut feelings about why an employee may be acng a certain way, or respond in their own emoonal way to the situaon.   Scienfic evidence and psychology can be used to beer idenfy the sources of dissasfacon and ways to make improvements. First hand experience is necessary for implemenng changes and communicang effecvely with individuals.     CONCEPTUAL RESEARCH MODELS  Can use quanve surveys, studies, labs and field work to prepare reseach models. Used to determine methods of reasoning and correlaons, Descripve Sascs, mean, median, mode, standard deviaons, variance, etc.    Validity – How valid or comparable is a queson to the study?     VALIDITY vs RELIABILITY : Is this variable consistent over me? Does it change frequently or not?    TYPES OF VARIABLES:  DICHOTOMOUS ( is or isn't variable)  ORDINAL: Heirachy or order   INTERVAL: Equally spaced variables   CONTINUOUS: over me on a given scale.      CORRELATION AND CAUSATION   Correlaon aempts to describe realonships between two variables NOT CAUSES. Causes are different and more complex. Correlaons are observaons of variables that contribute to an outcome ( but not cause the outcome )    META‐ANALYSIS: Use of many variables and concepts to!179&cid=f24a31a3004b960b&app=OneNote 4/5 9/17/2016 OneNote Online evaluate evidence (who what where when why, mean, median, mode, standard deviaon, variance, number of studies, number of subjects, etc) Gives the bigger picture.!179&cid=f24a31a3004b960b&app=OneNote 5/5


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