Management and Organisational Behaviour

7th Edition

PART 7
Management of
Human
Resources

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
Management and Organisational Behaviour
7th Edition

CHAPTER 18

Job Satisfaction and Work

Performance

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
 OHT 18.3

Meaning & nature of job satisfaction

• An attitude or internal state that is associated

with the working environment & working
experiences

• In recent years it has been closely associated

with improved job design & work organisation &
the quality of working life

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 18.4
Job satisfaction & performance
An issue of debate & controversy

• Human relations approach – satisfaction

leads to performance

• An alternative view – performance leads to

satisfaction

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 18.5

Job satisfaction & performance

An issue of debate & controversy

• Bassett suggests that research has found a limited

relationship between satisfaction & work output

• Herzberg identified a sense of achievement as affecting

feelings of job satisfaction

• Reeves draws attention to the relationship between

accomplishment at work & the need to work harder

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 18.6

Job satisfaction dimensions

• Individual factors

• Social factors

• Cultural factors

• Organisational factors

• Environmental factors
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 18.7

Five contractual areas relating to job satisfaction

• Knowledge contract
• Psychological contract
• Efficiency / rewards contract
• Ethical contract
• Task structure contract

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 18.8

Knowledge contract

The firm The employee

I
Needs a certain level Wishes the skills &
of skills & knowledge knowledge s/he
in its employees if it brings can be used &
is to function developed
efficiently

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 18.9

Psychological contract

The firm The employee

I
Needs employees Seeks to further
who are motivated to interests that are
look after its interests private to self

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 18.10

Efficiency / rewards contract

I The firm The employee

Needs to implement Seeks a personal,
generalised output, equitable effort
quality standards & reward bargain &
reward systems controls, including
supervisory ones
which are perceived
as acceptable

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 18.11

Ethical contract

I The firm The employee

Needs employees Seeks to work for an
who will accept the employer whose
firm’s ethos & values values do not
contravene their own

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 18.12

Task structure contract

I The firm The employee

Needs employees Seeks a set of tasks
who will accept which meet their
technical & other requirements for task
constraints which differentiation
produce task
specificity or task
differentiation

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 18.13

Alienation at work

• Powerlessness

• Meaninglessness

• Isolation

• Self estrangement

Blauner

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 18.14

Variables influencing job satisfaction & work

performance

• Individual factors – personality, education, age,

orientation to work, etc

• Organisational factors – nature & size, personnel

policies, employee relations, etc

• Environmental factors – economic, social,

technical, governmental

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 18.15

Variables influencing job satisfaction & work

performance

• Cultural factors – underlying beliefs,

attitudes, values, etc.

• Social factors – relationships with

co-workers, interaction, information
organisation, etc.

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 18.16

Stress at work

• Stress at work is the biggest problem in

European companies – Financial Times

• Stress at work is one of the major adverse

influences on job satisfaction, work performance,
productivity & absenteeism

• Stress is a source of tension & frustration that

can arise through a number of interrelated
influences on behaviour

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 18.17

Are managers under stress?

• Organisational change such as redundancies,

introduction of new technology, & loss of key
personnel places extra demands on managers &
increases stress

• The major causes of stress in the workplace are

unreasonable deadlines & office politics

• Stress affects all levels & types of managers

Institute of Management Research 1996

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 18.18

Role problems & stress for individuals

• Responsibility for the work of others

• Innovative functions
• Integrative or boundary functions
• Relationship problems
• Career uncertainty

Handy

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 18.19 Figure 18.3
Sources of role stress at work

Source: Arnold, J., Cooper, C.L. and Robertson, I.T., Work Psychology: Understanding Human Behaviour in the Workplace,
Third edition, Financial Times Prentice Hall (1998) p.434, with permission from Pearson Education Ltd.
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 18.20

Work related stressors

• Culture
• Control
• Relationships
• Change
• Demands of job
• Role
• Support & the individuals

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 18.21

Individual job redesign

Early job design concentrated on restructuring of

individual jobs by –

• Job rotation
• Job enlargement
• Job enrichment

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 18.22

Main methods for achieving job enrichment

• Permitting workers greater freedom & control

over the scheduling & pacing of their work

• Allowing workers to undertake a full task cycle,

build or assemble a complete product

• Provide workers with tasks or jobs that challenge

their abilities

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 18.23

Main methods for achieving job enrichment

• Give workers greater freedom to work in self-

managing teams with greater responsibility

• Provide workers with the opportunity to have

greater direct contact with clients, consumers,
etc.

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
 OHT 18.24 Figure 18.6

Job characteristics model of work motivation

Source: Hackman, J.R. and Oldham, G.R., Work Redesign, Figure 4.6, p.90. © 1980 by Addison-Wesley Publishing Company,
Inc.
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 18.25
Five core dimensions

• Skill variety
• Task identity
• Task significance
• Autonomy
• Feedback

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 18.26 Figure 18.7
Main approaches to job design

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 18.27
The culture of QWL

• Quality of working life (QWL) as a goal

• QWL as a process

• QWL as a philosophy

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 18.28

The features of self-managed work groups

• Specific goals are set for the group but members

decide the best means of achieving these

• Group members have greater freedom & choice

& wider discretion over the planning, execution &
control of their work

• Collectively group members have the necessary

expertise & skills

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 18.29

The features of self-managed work groups

• External supervision is reduced

• Feedback & evaluation is related to the

performance of the group as a whole

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 18.30

Flexible working arrangements

These arrangements can include –

• Flexi-time • Shift swapping

• Staggered hours, • Self-rostering
compressed hours • Annual hours
• Time off in lieu • Term-time working
• Job sharing • Teleworking

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 18.31
Quality circles

A group of people within an organisation who meet

together on a regular basis to identify, analyse &
solve problems relating to quality, productivity, or
other aspects of day-to-day working arrangements
using problem solving techniques

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 18.32

Features of quality circles

• Membership is voluntary
• Usually 5 to 10 members
• Membership is normally from those who
undertake similar work
• The group selects the problems to be tackled

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 18.33

Features of quality circles

• A leader can be chosen from within the group

but is often the immediate supervisor
• The members receive training in communication
& problem-solving skills
• The group recommends solutions to
management

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 18.34

Overcoming forces for stability

in job attitudes and performance

• Individually-oriented system – based on traditional

good management
• Group-oriented system – satisfaction & performance
are derived from group participation
• Organisationally-oriented system – individuals gain
satisfaction from contribution to the welfare of the
organisation as a whole

Staw

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005