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Exercise 10.1
Think of a job in which you were really unhappy?
Why was it so bad?
Now think of a job in which you were very happy
and satisfied. Why was it so good?
2
Commitment
-.23
-.23
-.29
.25
-.36
Individual Differences in
Employee Satisfaction
Important Findings
Why?
Genetic predispositions
Core self-evaluations
self-esteem
self-efficacy
internal locus of control
optimism/positive affectivity
Types of Organizational
Commitment
Affective commitment
Continuance commitment
Normative commitment
Core Self-Evaluation
Judge and Bono (2001) Meta-Analysis
Core-Evaluation Trait
Self-esteem
Self-efficacy
Internal locus of control
.26
.45
.32
.26
.23
.22
Emotional stability
.24
.19
Personality
Meta-Analysis Results
Corrected Correlations With
Personality Trait
Openness
.02
.06
.10
Conscientiousness
.26
.24
-.22
Extraversion
.25
.09
-.04
Agreeableness
.17
.12
-.27
Stability
.29
.15
-.20
7
5.69
5.66
5.47
5.45
5.43
5.40
5.34
5.27
5.24
5.22
5.18
Denmark
Cyprus
Switzerland
Israel
Netherlands
Spain
United States
New Zealand
Sweden
Norway
Italy
5.17 Germany
5.17 Portugal
5.13 Great Britain
5.13 Czech Republic
5.09 France
5.05 Bulgaria
4.95 Slovenia
4.87 Japan
4.86 Russia
4.82 Hungary
10
Dirty Jobs
11
Discrepancy Theories
Have the employee s expectations been
met?
Realistic job previews (RJPs)
Vocation
Job
Organization
Coworkers and supervisor
Person-Organization Fit
Kristof-Brown et al. (2005) Meta-Analysis
Employee fit with
Attitude or Behavior Organization Group Supervisor
Satisfaction
Commitment
Performance
.44
.51
.07
Turnover
Turnover intent
- .14
- .35
Absenteeism
- .05
.31
.19
.19
.44
.09
.18
Job
.56
.47
.20
- .08
- .46
13
14
Discrepancy Theories
ERG Theory
Growth
Relatedness
Existence
15
Discrepancy Theories
Two-Factor Theory
Motivators
responsibility
challenge
job control
Hygiene factors
pay
benefits
coworkers
16
Job Facets
Are the tasks enjoyable?
Do the employees enjoy
working with their
supervisors and
coworkers?
Are coworkers outwardly
unhappy
17
Possible Situations
underpayment
overpayment
equal payment
18
Organizational Justice
Distributive justice
Procedural justice
Interactional justice
19
Procedural
Justice
Distributive
Justice
Job satisfaction
.62
.56
Organizational commitment
.57
.51
Trust
.61
.51
Withdrawal
- .46
- .50
Performance
.36
.15
- .31
- .30
20
Methods
Job rotation
Job enlargement
Job enrichment
21
23
Eliminate Dissatisfiers
Interpersonal conflict
Peers
Supervisors
Customers
Inequity
Low pay
Job security
Poor working conditions
Work schedule issues
24
Increase Opportunities to
Socialize
Picnics
Lunches
_______________
_______________
_______________
_______________
_______________
27
Casual days
Company logo day
________________
________________
________________
________________
28
Increase Humor
Bulletin boards with humor
Attach cartoons to boring
memos
________________
________________
________________
29
Have Surprises
Order lunch for everyone
Let everyone leave an
hour early
__________________
__________________
__________________
__________________
30
31
Dream Jobs
32
Measuring Commitment
Allen and Myer Survey
Organizational Commitment Questionnaire
Organizational Commitment Scale
34
Exercise 10.5
Case Study
35
36
Year
2007
2006
2005
2004
2003
2002
2001
2000
1998
1996
Cost of
Absenteeism
$660
$610
$645
$789
$755
$610
$757
$603
U. S. Absenteeism Rate
CCH Survey
BNA Survey
2.30
2.50
2.30
2.40
1.40
1.90
1.60
2.10
1.60
2.20
1.70
2.10
1.70
3.25
1.60
2.80
1.60
37
38
Illness
Stress
Personal
Needs
Family
Issues
Sense of
Entitlement
2007
2006
2005
2004
2003
2002
2000
1998
1996
34
35
35
38
36
33
40
20
28
13
12
12
11
11
12
5
16
11
18
18
18
18
18
21
20
24
20
22
24
21
23
22
24
21
21
26
13
11
14
10
13
10
14
19
15
39
40
41
Increasing Attendance by
Reducing Employee Stress
Overload
Conflict
peers
supervisors
Boredom
Safety Issues
43
Increasing Attendance by
Reducing Illness
44
% Offering
58
50
41
40
31
21
14
12
45
# of Studies
4
10
5
10
3
9
6
7
6
Effect Size
.86
.59
.44
.37
.37
.36
.30
.17
.08
46
Percent Using
Effectiveness Rating
2003
2005
2007
2003
2005
2007
96
90
89
3.3
3.4
3.4
84
79
82
2.9
3.0
2.9
75
76
74
2.9
3.2
3.2
59
67
60
3.6
3.5
3.6
62
66
57
2.5
2.6
2.6
62
63
59
3.0
3.0
2.9
52
57
51
3.1
3.3
3.3
548
58
53
3.3
3.5
3.4
47
49
Advancement
more responsibility
better pay
Unmet Needs
Escape From
people
management
coworkers
customers
working conditions
stress
Unmet Expectations
organization
job
career
50
Advertising charges
Agency fees
Referral bonuses
Staff time & benefits
Travel Costs
staff
applicants
Relocation Costs
processing applications Miscellaneous Costs
interviewing
Overhead
52
Inefficiency
Overtime
Training Costs
53
Custom Statistics
www.advantagehiring.com/calculators/calc_turnover.shtml
www.uwex.edu/ces/cced/publicat/turn.html
54
This Year
4 employees leave each
month (48 per year)
Average salary is
$20,000
Cost of turnover is
48
* $20,000 * 1.5 =
$1,440,000
$360,000 saved through
reduced turnover
55
Reducing Turnover
Compensation Issues
Match the market
Use job evaluation to
ensure internal equity
Offer retention/tenure
bonuses (stay for pay)
56
57
Reducing Turnover
Selection Issues
Conduct realistic job previews
Look for person-organization fit
Study predictors of people who leave
58
Reducing Turnover
Organizational Issues
Provide training
Show appreciation
Mediate conflicts
Meet employee needs
safety
social
growth
59
61
Focus on Ethics
Organizational Commitment
62