1 chapter 10 attitudes, emotions, & work copyright © the mcgraw-hill companies, inc. mel...
TRANSCRIPT
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Chapter 10
Attitudes, Emotions, & Work
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Mel Curtis/Getty Images
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Module 1: Job Satisfaction
• Job satisfaction– Positive attitude or emotional state
resulting from appraisal of one’s job
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Job Satisfaction – Brief History
• Early period of job satisfaction research• Found both job-related & individual
difference variables might influence job satisfaction
• Hawthorne effect– Change in behavior or attitudes that was the
simple result of increased attention
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History: An evolution
• Porter & Lawler proposed overall job satisfaction was result of various calculations individuals made regarding what they believed they deserved from their job
• Included elements of VIE & equity theory
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Model of Determinants of Satisfaction
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Figure 10.1 Model of the Determinantsof SatisfactionSource: Lawler (1973).
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An Evolution (cont'd)
• Value theory (Locke, 1976)– Relative importance of particular job aspect to a
given worker influenced range of that worker’s response to it
• Opponent process theory (Landy, 1978)– Every emotional reaction is accompanied by an
opposing emotional reaction
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Measurement of Job Satisfaction Overall vs. Facet Satisfaction
• Overall satisfaction• Results either from mathematically
combining scores based on satisfaction or a single overall evaluative rating of the job
• Facet satisfaction• Information related to specific elements of
job satisfaction
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Satisfaction Questionnaires
• Job Descriptive Index (JDI)• Assesses satisfaction with work itself, supervision,
people, pay, & promotion
• Heavily researched but tends to be lengthy
• Minnesota Satisfaction Questionnaire (MSQ)• Calculates “extrinsic” & “intrinsic” satisfaction scores
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Module 2: Moods, Emotions, Attitudes, & Behavior
• Alternative forms of work satisfaction– Progressive work satisfaction– Stabilized work satisfaction– Resigned work satisfaction– Pseudo-work satisfaction– Constructive work dissatisfaction– Fixated work dissatisfaction
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Alternative Forms of Satisfaction (cont'd)
• Resigned work satisfaction & constructive work dissatisfaction are most salient for organizations
• Those 2 dimensions are most appropriate to concentrate on in any attempts at organizational change
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Satisfaction vs. Mood vs. Emotion
• Mood– Generalized feeling not identified with a
particular stimulus & not sufficiently intense to interrupt ongoing thought processes
• Emotion– Normally associated with specific events or
occurrences that are intense enough to disrupt thought processes
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Distinctions AmongEmotional Constructs
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Figure 10.5Distinctions AmongEmotional ConstructsSource: Adapted fromWeiss (2002).
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Affect Circumplex
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Figure 10.6Affect CircumplexSource: Adapted from Weiss (2002).
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Emotion (cont'd)
• Process emotions– Result from consideration of tasks one is
currently doing• Prospective emotions
– Result from consideration of tasks one anticipates doing
• Retrospective emotions– Result from consideration of tasks one has
already completed
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Dispositions & Affectivity
• Negative affectivity (NA)– Often referred to as neuroticism– Individuals prone to experience diverse array of
negative mood states
• Positive affectivity (PA)– Often referred to as extraversion– Individuals prone to describe themselves as cheerful,
enthusiastic, confident, active, & energetic
• Personality characteristics likely to influence moods, but not necessarily discrete emotions
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Genetics & Job Satisfaction
• In a 1986 study, disposition in adolescence predicted job satisfaction as long as 50 years later
• Considerably more research is necessary
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Core Evaluations
• Assessments individuals make of their circumstances
• Include self-esteem, self-efficacy, & LOC
• Have effects on both job & life satisfaction
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Concept of Commitment
Psychological & emotional attachment an individual feels to a relationship,
organization, goal, or occupation
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Forms of Commitment
• Affective commitment– Emotional attachment to an organization
• Continuance commitment– Perceived cost of leaving the organization
• Normative commitment– Obligation to remain in the organization
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Concept of Commitment (cont’d)
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Figure 10.8 Two Models of CommitmentSource: Cohen (1999).
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Concept of Commitment (cont’d)
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Figure 10.8 (cont’d)Two Models of CommitmentSource: Cohen (1999).
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Individual Difference Variables & Commitment
• Absenteeism & turnover can only be understood when considering multiple forms of commitment & multiple foundations for those commitments
• Job imbeddedness
• Hobo syndrome
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Withdrawal Behaviors
• Work withdrawal– Attempt to withdraw from work but maintain
ties to organization & work role (includes lateness & absenteeism)
• Job withdrawal– Willingness to sever ties to organization &
work role (includes intentions to quit or retire)
• Progression hypothesis
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Module 3: Related Topics
• Job loss– Reduces income & daily variety– Suspension of typical goal setting guiding day-
to-day activity– Fewer decisions to make– New skills not developed & old skills atrophy– Social relationships can change radically
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Telecommuting
• Accomplishing work tasks from distant location using electronic communications
• # telecommuters will continue to rise
• For many telecommuters, strategic planning skills & self-reported productivity increase
• Higher satisfaction also reported
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Telecommuting (cont’d)
• Possible negative effects– Worker alienation
– Loss of important sense of identity
– Promotion less likely
– Rapid disillusionment with lack of promotional opportunities
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Work-Family Balance
• Research investigating whether satisfaction one experiences at work is in part affected by satisfaction one experiences in non-work & vice versa
• Negative influences on work-family balance– Electronically enhanced communications
– Prevalence of multiple roles
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Work-Related Attitudes & Emotions From Cross-Cultural Perspective
• Individualism & job satisfaction “+” correlated in some cultures, while collectivism & job satisfaction “+” correlated in other cultures
• Degree of “fit” related to emotional reactions to work & subsequent work behaviors– Important for multinational organizations to
consider
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Possible Connection Between Motivation & Emotion
• People motivated to engage in activities that have some level of unpredictability in order to have some sort of emotional experience
• People seek positive emotional experiences & set reasonably difficult goals that are likely achievable
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Permissions
Slide 1: McGraw-Hill Education Digital Image Library, Mel Curtis/Getty Images, Source Image ID: LS017049, Filename: SS26019.JPG
Slide 5: Figure 10.1 from Lawler, E. E., III (1973). Motivation in work organizations, p. 75. Monterey: Brooks/Cole. Reprinted by permission of Edward E. Lawler III.
Slides 12 & 13: Figures 10.5 & 10.6 adapted from Weiss, H. (2002). Conceptual and empirical foundations for the study of affect at work. In R. G. Lord, R. L. Klimoski, & R. Kanfer (Eds.), Emotions in the workplace: Understanding the structure and role of emotions in organizational behavior, pp. 23, 32. San Francisco: Jossey-Bass. This material is used by permission of John Wiley & Sons, Inc.
Slide 16: McGraw-Hill Education Digital Image Library, M. Freeman/PhotoLink/Getty Images, Source Image ID: ST001002, Filename: 18126.JPG
Slide 18: McGraw-Hill Education Digital Image Library, Royalty-Free/CORBIS, Source Image ID: CB025268, Filename: BHA0095.JPG
Slides 20 & 21: Figure 10.8 from Cohen, A. (1999). Relationship among five forms of commitment: an empirical assessment. Journal of Organizational Behavior, 20, p. 304. Copyright 1999 © John Wiley & Sons Limited. Reproduced with permission.
Slide 27: McGraw-Hill Education Digital Image Library, PhotoDisc/Getty Images, Source Image ID: BU010579, Filename: 65059.JPG