2001 Wadsworth, a division of Thomson Learning, Inc

Employee Satisfaction

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 2001 Wadsworth, a division of Thomson Learning, Inc

Why Worry About

Job Satisfaction?
Absenteeism
Turnover
Organizational citizenship
Commitment
Performance

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 2001 Wadsworth, a division of Thomson Learning, Inc

Individual Differences in
Employee Satisfaction
Important Findings
Consistency across jobs
Consistency across time
Relationship between life
satisfaction and job satisfaction
Why?
Genetics
Core self-evaluation
self-esteem
self-efficacy
internal locus of control
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optimism/positive affectivity
 2001 Wadsworth, a division of Thomson Learning, Inc

Your Predisposition to be Satisfied

Projects A, B, and C
Interest Inventory
Life Satisfaction Measure
Core Self-Evaluation
self-esteem
locus of control
affectivity
Job Satisfaction History

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 2001 Wadsworth, a division of Thomson Learning, Inc

Discrepancy Theories
Have the employees expectations
been met?
Realistic job previews (RJPs)
Have the employees needs, values
and wants been met?
Maslows Needs Hierarchy
ERG Theory
Two-factor Theory
McClellands Needs Theory

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 2001 Wadsworth, a division of Thomson Learning, Inc

Discrepancy Theories
Maslows Need Hierarchy
Self-actualization needs
Ego needs
Social needs
Safety needs
Basic biological needs

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 2001 Wadsworth, a division of Thomson Learning, Inc

Discrepancy Theories
ERG Theory

Growth
Relatedness
Existence

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 2001 Wadsworth, a division of Thomson Learning, Inc

Discrepancy Theories
Two-Factor Theory
Motivators
responsibility
challenge
job control
Hygiene factors
pay
benefits
coworkers

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 2001 Wadsworth, a division of Thomson Learning, Inc

Discrepancy Theories
McClellands Needs Theory

Need for Achievement

Need for Affiliation
Need for Power

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 2001 Wadsworth, a division of Thomson Learning, Inc

Job Facets
Are the tasks enjoyable?
Do the employees enjoy
working with their
supervisors and
coworkers?
Are coworkers outwardly
unhappy

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 2001 Wadsworth, a division of Thomson Learning, Inc

Are Rewards And Resources

Given Equitably?
Equity Theory
Components
inputs
outputs
input/output ratio
Possible Situations
underpayment
overpayment
equal payment
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 2001 Wadsworth, a division of Thomson Learning, Inc

Is There a Chance for Growth

and Challenge?
Enriched jobs
variety of skills needed
employee completes entire task
tasks have meaning
employee has input/control
employee receives feedback
Methods
Job rotation
Job enlargement
Job enrichment 12
 2001 Wadsworth, a division of Thomson Learning, Inc

Increasing Job Satisfaction

Hire Satisfied Employees
Eliminate Dissatisfiers
Express appreciation and provide proper feedback
Increase opportunities to socialize
Hold special events and friendly competitions
Increase humor
Have surprises
Assign the right tasks to the right people
Use the Premack Principle
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 2001 Wadsworth, a division of Thomson Learning, Inc

Hold Special Events and

Friendly Competitions
Casual or spirit days
Increase socialization
through parties, picnics,
and socials
Hold fun contests
Celebrate birthdays and
special occasions
Encourage humor

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 2001 Wadsworth, a division of Thomson Learning, Inc

Hire Satisfied Employees

Test for Satisfaction Potential

Interest inventory
Core self-evaluation
Satisfaction history
Provide a realistic job preview
Look for person-organization fit

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 2001 Wadsworth, a division of Thomson Learning, Inc

Express Appreciation and

Provide Proper Feedback
Liberal use of praise and
thanks
Positive feedback
Service and performance
awards
_________________
_________________
_________________
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 2001 Wadsworth, a division of Thomson Learning, Inc

Increase Opportunities to
Socialize
Picnics
Lunches
_______________
_______________
_______________
_______________
_______________

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 2001 Wadsworth, a division of Thomson Learning, Inc

Hold Special Events and Friendly

Competitions
Casual days
Company logo day
________________
________________
________________
________________

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 2001 Wadsworth, a division of Thomson Learning, Inc

Increase Humor
Bulletin boards with humor
Attach cartoons to boring
memos
________________
________________
________________

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 2001 Wadsworth, a division of Thomson Learning, Inc

Have Surprises
Order lunch for everyone
Let everyone leave an
hour early
__________________
__________________
__________________
__________________

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 2001 Wadsworth, a division of Thomson Learning, Inc

Assign the Right Tasks to

the Right People
People have different
interests
People have different
skills

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 2001 Wadsworth, a division of Thomson Learning, Inc

Premack Principle
Reinforcement is relative between people

Reinforcement is relative within people

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 2001 Wadsworth, a division of Thomson Learning, Inc

Reinforcement Hierarchy
1. Analyze data
2. Input data
3. Create reports
4. Print reports
5. Return phone calls
6. Attend meetings
7. Make phone calls
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 2001 Wadsworth, a division of Thomson Learning, Inc

Eliminate Dissatisfiers
Interpersonal conflict
peers
supervisors
customers
Inequity
Low pay
Job security
Poor working conditions
Work schedule issues
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 2001 Wadsworth, a division of Thomson Learning, Inc

Why Employees Are Absent

No consequences for
attending or missing work
Illness and personal
problems
Individual differences
Unique events

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 2001 Wadsworth, a division of Thomson Learning, Inc

Why Employees Are Absent

No Consequences

Rewards for Attending

financial incentives
well pay
games
time off
recognition programs
Discipline for Not Attending
Unclear Policy and Record Keeping
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 2001 Wadsworth, a division of Thomson Learning, Inc

Why Employees Are Absent

Adjustment to Work Stress

Overload
Conflict
peers
supervisors
Boredom
Safety Issues

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 2001 Wadsworth, a division of Thomson Learning, Inc

Why Employees Are Absent

Other Causes
Illness and Personal
Problems
Individual Differences
personality
attendance history
Unique Events
weather
car not starting
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