ORGANIZATIONAL BEHAVIOR

TOPIC 4: WORKPLACE
EMOTIONS, ATTITUDES & STRESS
PREPARED BY:
NOOR FADILLAH BINTI JAAFAR


QUESTION:
A Senior executive in your organization read an older
organizational behavior textbook which concluded that there
is no more than a very weak relationship between job
satisfaction and job performance. The senior executive now
believes that it is a waste of time and money to have happy
workers.
Instead the executive is recommending find way to improve
productivity without any consideration for employee
wellbeing (beyond legal requirements). The company
president is concerned that the executive information may
convinced other member of the management committee to
take a similar harsh view.
Provide 3 different arguments why companies should try to
maintain a reasonable level of job satisfaction among
employees in this organization.
DEFINITON OF
JOB
SATISFACTION
A persons evaluation of
his or her job and work
context.
(MCSHANE,2008)
A pleasurable or positive
emotional state resulting
from the appraisal of ones
job or job experience.
(DEBRA & JAMES,2004)
The extent to which
people like (satisfaction) or
dislike (dissatisfaction)
their jobs.(SPECTOR, 1997)
A pleasurable or positive
emotional state resulting
from the appraisal of ones
job or job experiences.
(LOCKE, 1976)
DEFINITION OF JOB
PERFORMANCE
Work performance in terms
quantity quality employee
standards performance reviews
(www.businessdictionary.com)
As an individual level variable .
(Campbell ,J.P ,1990)
THE RELATIONSHIP BETWEEN JOB
PERFORMANCE AND JOB
SATISFACTION
MODEL 1: JOB SATISFACTION
CAUSES JOB PERFORMANCE.
Job
satisfaction
Job
performance
1. G. Strauss (1968) commented, "Early human
relationists viewed the morale-productivity
relationship quite simply: higher morale would
lead to improved productivity.
2. Eagly and Chaiken (1993) concluded, "In
general, people who evaluate an attitude object
favorably tend to engage in behaviors that
foster or support it, and people who evaluate an
attitude object unfavorably tend to engage in
behaviors that hinder or oppose it.
3. It can be said that attitudes toward the job
should be related to behaviors on the job, the
most central of which is performance on the
job.

MODEL 2:JOB PERFORMANCE
CAUSES JOB SATISFACTION
Job
performance
Job
satisfaction
1. Like expectancy theorists, Locke (1970)
viewed satisfaction as resulting from
performance, but in this case satisfaction
was viewed as a function of goal-directed
behavior and value attainment.
2. Deci and Ryan's (1985) self-determination
theory, for example, argues that
satisfaction follows from the rewards that
result from behavior.
3. Although there are differences in these
explanations, broadly construed the
performance satisfaction model is
derived from the assumption that
performance leads to valued outcomes
that are satisfying to individuals.
MODEL 3: JOB SATISFACTION AND
JOB PERFORMANCE ARE
RECIPROCALLY RELATED.
Job
satisfaction
Job
performance
1. Specifically, Wanous
(1974) found support for a
reciprocal relationship,
but it depended on the
type of satisfaction
extrinsic satisfaction,
satisfaction
performance,
intrinsic satisfaction,
performance >
satisfaction.


3 DIFFERENT ARGUMENTS TO
MAINTAIN A LEVEL OF JOB
SATISFACTION.
JOB SATISFACTION INFLUENCE ORGANIZATIONAL
CITIZENSHIP BEHAVIOR (OCB).
ACCORDING TO STEINHAUS AND
PERRY,1996: THESE WORKERS
ARE MORE LIKELY TAKE PRIDE IN
ORGANIZATIONAL MEMBERSHIP
BELIEVE IN THE GOALS AND
VALUES OF THE ORGANIZATION
AND THEREFORE EXHIBIT
HIGHER LEVELS OF
PERFORMANCE AND
PRODUCTIVITY.
WE CAN SAY THAT OCB
EMPLOYEES WILL GO BEYOND
THEIR FORMAL REQUIREMENT.
IN OTHER WORDS, WHEN THEY
WERE SATISFIED, THEY DID A
VERY GOOD JOB WITHOUT
HAVING A TOP MANAGEMENT
ASKING THEM TO DO SO.
AS WE CAN SEE, JOB
SATISFACTION IS THE MAJOR
DETERMINANT OF AN
EMPLOYEES OCB. IT LED THEM
TO TALK POSITIVELY ABOUT
PEOPLE, HELP OTHERS AND GO
BEYOND THE NORMAL
EXPECTATION IN JOB.
SATISFACTION INFLUENCE OCB
THROUGH PERCEPTION OF
FAIRNESS.
TO SUM IT UP, WHEN THE JOB
SATISFACTION IS INCREASE, THE
OCB ALSO INCREASE AND IT
WILL BOOST THE
ORGANIZATIONS PRODUCTIVITY.
JOB SATISFACTION INFLUENCE
PRODUCTIVITY.
Organization with satisfied
employees tend to be more
effective than organization
with fewer satisfied
employees. (Robbins,2003)
Job satisfaction is vitally
important to worker
productivity. (Judge,
Thoreson ,Bono &
Patton,2001)

JUDGE, THORESON ,BONO &
PATTONS DIAGRAM (2001)

1. The relationship between job satisfaction and job performance is
complex and likely cyclical.
2. Studies have shown that increased job satisfaction leads to
increase motivation (behavioral intentions , less apathy (low
performance as withdrawal and better worker mood ) all of which
increase efficiency and overall quality job performance.

JUDGE, THORESON ,BONO &
PATTONS DIAGRAM (2001)

JOB SATISFACTION INCREASE
EMPLOYEES AND CUSTOMERS
SATISFACTION.
INCREASE
CUSTOMERS
SATISFACTION AND
LOYALTY
LOWER TURNOVER
RATE & LEADS TO
CUSTOMER
FAMILIARIZATION
SATISFIED
EMPLOYEES
EMPLOYEES SATISFACTION
RELATED TO THE POSITIVE
OUTCOMES.
EMPLOYEE SATISFACTION CAN CONTRIBUTE TO CUSTOMER
LOYALTY THROUGH A SERIES OF LINKS REFERRED TO AS THE
SERVICE PROFIT CHAIN. (HESKETT ET ALL,1994). FROM
THE TERM, IT CAN BE CONCLUDED THAT IF THE EMPOYEE I
SATISFIED, THE PRODUCTIVITY WILL BE INCURRED.
BROOKS,2000 REVIEWED THE RELATIONSHIP BETWEEN
FINANCIAL SUCCESS AND CUSTOMER AND EMPLOYEE
VARIABLES (E.G CUSTOMER SATISFACTION, EMPLOYEE
SATISFACTION) AND FOUND THAT, DEPENDING ON THAT
MARKET SEGMENT AND INDUSTRY, BETWEEN 40 & 80
PERCENT OF CUSTOMER SATISFACTION AND CUSTOMER
LOYALTY WAS ACCOUNTED FOR BY THE RELATIONSHIP
BETWEEN EMPLOYEES ATTITUDES AND CUSTOMER
RELATED BEHAVIOUR.
TO SUM IT UP, IF THE EMPLOYEES SATISAFCTION IS
INCREASE, THE CUSTOMER SATISFACTION WILL ALSO
INCREASE.
CONCLUSION
THE TOP MANAGEMENT SHOULD
BE KEPT INFORMED WITH THE
CURREND TREND OF EMPLOYEES
MANAGEMENT. IT HAS TO DO SO
IN ORDER TO ENSURE THE
HARMONIOUS ENVIRONMENT IN
THE ORGANIZATION
THE LEVEL OF JOB SATISFACTION ALSO
VERY CRUCIAL FOR AN ORGANIZATION
BECAUSE IT IS STRONGLY RELATED AND
HAS A LINKAGE TO THE LEVEL OF
PRODUCTIVITY TO AN ORGANIZATON.
REFERENCES
Judge, T. A. Thoresen, C. J., Bono, J. E., &
Patton, G. K. (2001). The job satisfaction
job performance relationship: A
qualitative and quantitative review.
Psychological Bulletin, 127, 376-407.
Haskett,J.L, Jones, T.O,Loveman,
G.W,Saesar, W.E And Schlesigar,L.A (1994).
Putting The Services Profit Chain To Work.
Harvard Business Review,March-April
1994.
Robbin,Judge (2007), Organizational
Behaviour, 15
th
edition,Pearson Education
Hill.
Paul E. Spector, Measurement of Human
Service Job Satisfaction: Development of
theJob Satisfaction Survey, American
Journal of Community Psychology 13
(June 1985):693-712.
Debra L Nelson, James Campbell Quick
(2004), Understanding Organizational
Behaviour.
MC Shane,S.L & Von Glinow, M.A (2010),
Organizational Behavior- Emerging
realities for the work place revolution
(International Edition, 5
th
ed),MC Graw
Hill,NY USA.