the characteristics or factors that lead to job satisfaction

• job characteristics
• individual/personal characteristics
• social factors
• growth opportunities

job satisfaction:

job characteristics

hackman and oldham

one's satisfaction with a job is affected by the structure of the job and what it provides

"daily hassles" negatively relate to job satisfaction

r = .30 to .40

job satisfaction: job characteristics:

autonomy

the right of self-government 

allowing employees to pick their schedule, number of shift hours, etc., then job satisfaction is achieved

skill variety

task identity

task significance

autonomy

job feedback

stress and workload

individual/personal characteristics (antecedent):

affective disposition

the tendency to respond to classes of environmental stimuli in predetermined, affect-based ways

leads to job satisfaction

can account for 30% of variance in job satisfaction

job satisfaction consequences:

withdrawal behaviors

Absenteeism

r = .15-.25

Lateness

r = .21

Turnover

r = .20-.30

(ALT - j) - having withdrawals from not listening to them in a while

the degree of importance that work holds in one's life

develops as a result of socialization, reflecting the nature of our individual role models as we grow and mature

r = .35-.45

the ways in which individuals monitor their emotions and the expression of those emotions

regulate = monitor

like a referee

emotion regulation:

amplification

emotion regulation:

suppression

emotional labor:

emotional dissonance

occurs when an individual's true feelings are different from the emotions they project on the job

leads to stress, burnout, and poor performance

sources of stress --> organizational stress -->strains

                                        coping strategies

sources: intrinsic work factors, role variables, interpersonal relationships, and career development

job related strains: low job satisfaction, ineffective performance, lack of motivation, increased absences 

emotion-related strains: emotional exhaustion, depression, irritability, reduced self-esteem

physiological strains: increased illnesses, physiological changes (blood pressure, chest pains, heart rate)

"some stressors _____ relate to job satisfaction."

a. positively

b. negatively

segmentation model

compensation model

spillover model

work and familiy issues are kept separate

little overlap

attitudes and behaviors carry over from one domain to the other

ex. after hard day of work, man comes home and either drinks too much or abuses his dog out

• contact with the public
• being involved in the exchange of money
• delivering passengers, goods, or services
• having a mobile workplace (taxicab or police cruiser)
• working with unstable persons (healthcare, social services)
• working alone or in small numbers

• U.S. corporations have been reducing the number of jobs at alarming rates since the 1980s
• anxiety about job loss continues to rise
• unemployment creates spillover effects on famiily - a precursor to depression
• social support is important for coping with job loss

an interdependent collection of individuals who share responsibility for specific outcomes for their organizations

formal groups

informal groups

the strength of members' motivation to maintain membership in a group and of the links/bonds that have developed among the members

• a binding force that pushes members together and a combative force that tries to pull them apart
• group unity or "we-ness" where members feel such a strong sense of belonging that they put the goals of the group above their personal goals
• a special type of interpersonal attraction
• an aspect of "teamwork"

a great deal of research across athletic, industrial, and educational settings demonstrates that members of cohesive groups report being more satisfied than do members of non-cohesive groups

group cohesion is positively linked to performance

the reduction in individual effort that occurs when people work in groups instead of alone

less likely to occur in cohesive groups rather than non-cohesive groups

concept presented by Max Ringelmann in early 1900s

a situation that occurs when employees do less than their share of the work but still share equally in the rewards

i almost got away with this when i went to ACL senior year and skipped my group presentation in steverson's class

1. diagnose the problem
2. generate solutions (brainstorm)
3. evaluate solutions
4. choose a solution
5. develop an action plan and implementation 

although no two groups make decisions in exactly the same way, certain elements can be said to characterize most successful decision-making

consensus (general agreement) is perceived as an effective group decision making skill because of interaction and brainstorming

ineffective decision making:

groupthink

a mode of thinking that individuals engage in, when the desire to agree becomes so dominant in a cohesive group, that it tends to override the realistic appraisal of alternative courses of action

prevention:

• deemphasize agreement
• quickly connect misperceptions/biases rather than assuming accuracy
• follow basic steps for effective decision making

past examples:

• pearl harbor
• watergate
• challenger disaster

• belief in invulnerability of group
• belief in unanimity of group members
• pressure on dissenters
• appointing of a mind-guard
• rationalizing 
• stereotyping
• self-censorship
• illusions of morality

• group cohesion
• isolation
• strong, biased leadership
• high decisional stress

groupthink antecedents --> groupthink symptoms --> defective decision making

work-team effectiveness:

3 dimensions

PAW --> tiger paw --> lsu tigers = team

1. team performance
• involves productivity, quality of output, and the degree to which costs are controlled in this process
2. attitudes of team members
   
• reflect quality of work life, trust in management, organizational commitment, and job satisfaction
3. withdrawal behaviors
   
• Absence
• Lateness/tardiness
• Turnover

1. organizational context
• rewards
• goals and feedback
• training
2. group composition and size
• cognitive ability of group members
• personality traits of group members
• demographic characteristics of group members
3. group work design
• member task and goal interdependence
4. intragroup processes
5. external group processes

1. legitimate power
2. reward power
3. coercive power
4. expert power
5. referent power

conferred on a person by the organization

is analogous to authority

exists when an individual controls the reward of others

"good man/good woman theory"

leadership theories that focus on identifying the individual characteristics that make people good leaders

leadership self-efficacy (LSE)

(of trait theories)

initiating structure

(of behavior theories)

consideration

(of behavior theories)

Fred Fiedler's Contingency Theory

(1967)

effective leadership is a joint function of the characteristics of the leader and the features of the situation

• task-oriented leaders are better suited for some situations 
• relationship-oriented leaders are better suited for other situations

effectiveness depends on the extent to which leader orientation compliments situational favorability

situational favorability

(of contingency theory)

a function of the leader's perception of situational control

three dimensions:

1. leader-member relations
2. task structure - clarity of goals and procedures
3. position power - legitimate and reward power possessed

leader style/orientation is measured by the Least Preferred Coworker mehod

"negative/low results describes a _____-oriented worker."

"positive/high results describes a _____-oriented worker."

1. task
2. person/relationship

a leadership theory about work dyad that focuses on the relationships between subordinates and leaders rather than on leader behaviors or traits

refutes the idea of "average leadership style"

ingroups - subordinates have good relationships with their leaders

outgroups - subordinates have weak relationships with their leaders

a form of leadership in which the interaction of leader and follower raises both to higher levels of motivation and morality than they would achieve individually

four components:

1. idealized influence

2. inspirational motivation

3. intellectual stimulation

4. individualized consideration

transformational leadership theory:

idealized influence

transformational leadership theory:

inspirational motivation

transformational leadership theory:

intellectual stimulation

transformational leadership theory:

individualized consideration

a set of propositions that explains or predicts how groups and individuals behave in varying organizational structures and circumstances

1. organizations exist for economic reasosn adn to accomplish productivity goals
2. scientific analysis will identify the one best way to organize for production
3. specialization and the dividsion of labor maximize production
4. both people and organizations act in accordance with rational economic principles

McGregor's Theory X and Theory Y

humanistic theory

how management treats employees affects subsequent behavior

theory x

employees viewed as lazy, self-serving, uninterested in working, and lacking ambition and intelligence

theory y

emphasizes the inherent goodness, capacities, and potential of employees and that management must provide opportunities for growth

span of control

(webber's idea)

the number of subordinates who report to a given supervisor

to achieve optimal span of control:

• supervisors must be able to effectively manage all subordinates with respect to oversight, delegation of tasks, etc.
• the organziation must not become "top heavy" with supervision

trend is to have a larger span of control as a result of fewer middle-level managers

if span is too large, supervisors are unable to manage so many subordinates

if span is too small, there is an overabundance of supervisors managing too few subordinates

self-fulfilling prophecy

(of theory x & y)

employees learn to behave according to managerial expectations over time

self-fulfililng theory x cycle:

• management assumes the worst of employees -->
• management treats employees with rigid control and without respect -->
• employees respond negatively to shoddy treatment -->
• employees become what management assumed they were and act in acordance with those originally inaccurate assumptions

organizations develop and change over time as a result of internal and external forces

acts like a computer

three elements:

1. negative entropy

2. information input

3. equifinality

equifinality

(of open-system theory)

there is more than one way to meet a desired state

reflects the human element in organizations, providing more flexibility, and allowing for more creativity in their development and operations

1. change agent - "intervenionist" - the individual who instigates the change process in an organization
• diagnoses and clarifies organizational problems
2. client - the recipient of the organizational change effort in an organization
• must be involved in the change process
3. intervention - the program or initiative that is suggested or implemented by the change agent
• sequenced activities to help organizations

change happens when forces operating to keep things stable lose out 

three stages:

1. unfreezing - forces maintaining the status quo are broken down and th e system is opened up for change
2. moving - real organizational change begins to happen as reflected in the new attitudes, values, and behaviors that resulted from the intervention
3. refreezing - the changes implemented become stabilized and the organization reaches a new level of equilibrium

a technique used by organizations to develop teams or to enhance the effectiveness of existing teams

ex. sports teams

focus may be on:

• clarifying role expectations and responsibility
• improving problem solving/decision making
• reducing conflict
• building cohesion and unity within the team

Total Quality Management (TQM)

AKA:

"continuous improvement" or "quality management"

an initiative that focuses on employee involvement in the control of quality in organizations

stages:

1. gain support of top management
2. employees trained on quality methods such as statististical process control - technique proposed by Deming that focuses on identifying problems reflective of a low-quality product or service
3. implementation of TQM processes
4. check and compare results
5. link rewards to meeting process goals of intervention

paying employees a bonus based on improvements in productivity

centered on participation and justice

basic premise is the link between "pay and performance"

25% of american organizations use gainsharing programs