Job Satisfaction and related
Work Attitudes
Dr. Malos - Group 5
Rita Tes, Martin Nguyen, Sarah Field, Destinee Carrillo,
Alexander Loughran, Hansell Wilson
The Mirror Effect; Looking Outside-In
A Cross-Lagged Test of the Association Between Customer
Satisfaction in a Relational Context
Rita Tes
Key Terms
•
The satisfaction mirror
•
Social Exchange Theory
•
Job satisfaction
•
FLE
Correlation between customer satisfaction and FLE job
satisfaction
Take Home Message
To maximize both customer and FLE
welfare, firms should:
• Prioritize customer satisfaction
• View customer satisfaction powerful
“lever”
• Managers that adopt this
recommendation should proceed
with caution
The Dynamic Relationships of Work Affect and Job
Satisfaction with Perceptions of Fit
Martin Nguyen
Key Terms
•
Person-Organization Fit (P-O)
•
Person-Job Fit (P-J)
•
Positive Affect
•
Negative Affect
•
Job Satisfaction
Method
Results
Person-Org
Fit
Job
Satisfaction
Ex. “I believe I fit with the organization, which makes me pretty satisfied”
“I am pretty satisfied with my job, because I feel like I fit in with the
organization and their values”
Take Home Message
•
Hire the correct employees that fit the position/organization
Lead to positive effects and job satisfaction
Give Me a Better Break:
Choosing Workday Break Activities to
Maximize Resource Recovery
Sarah Field
Key Terms
• Break
• Effort-Recovery Model
• Resources
• Occupational Citizenship Behavior
Breaks with Benefits
Benefits include:
● Decreased burnout
● Increased performance
● Positive health effects
More Breaks, More Resources
Take Home Message
• Create a culture of taking breaks emphasizing the importance of breaks early in
the day as opposed to breaks later in the day
•
Create areas around their campus which inspire employees to take short, frequent breaks
•
Encourage employees to take short, frequent breaks throughout the day
•
Plan morning activities such as free bagels, coffee, or a mid-morning work out class for your
employees to take advantage of
OR
Work Engagement:
A quantitative review and test of its relations with task and
contextual performance
Destinee Carrillo
Key Terms
• Work engagement
• Job Design
• Autonomy
• Task Performance
• Contextual Performance
• Conscientiousness
• Positive Affect
Model
Take-Home Message
• Interventions in job designs
•
Will lead to career development
Employee Silence and Negative Core Affect:
How Problem-Solving Demands Matter
Alex Loughran
Key Terms
• Employee Silence
• High-Activated Negative Core Affect
• Job Complexity
Results: Correlation between high-activated negative
affect and problem solving demands on employees
Take Home Message
• Build strategies to reduce withholding of ideas in organizations
• Social support
• Positive work climate
• Open culture
Catching Rudeness Is Like Catching a Cold:
The Contagion Effects of Low-Intensity Negative Behaviors
Hansell Wilson
Key Terms
• Contagion
• Incivility
• Dysfunctional Work Behaviors
• Cognition
Causes and the Negative Effect of Rudeness
• Psychological distress, emotional exhaustion, and job burnout
• Family issues, customer rudeness, aggressive managers
• Leads to poor customer, employee, and job satisfaction
• Negative work engagement
• Employee silence
Take Home Message
• Minimize negative behaviors
• Catch it early
• Avoid spill over
• Managers need to build relationships with their employees
• Open dialogue
Business Case for Good Attitudes
• Bad attitudes are often exhibted by and can lead to disengaged
employees
• 70% of American workers are disengaged
• Disengagement costs the U.S. $450-$550 billion per year
• Companies waste $2,246 per disengaged employee per year
>$1.5 Million
Lost every year due to disengagement ( based on a company with 1,000 Employees)
Group Take Home Message
It is imperative for management to have a clear and logical framework for
understanding how attitudes connect to organizational success. This can be
achieved by identifying and understanding the weaknesses inherent to each
different organizational culture. This understanding allows management to
boost the company’s bottom line by reducing the number of disengaged
employees.