MGT 502 Organizational Behavior Fall October 2010 Assignment # 01 Idea Solution

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Write down all possible factors that could lead to job satisfaction or dissatisfaction of employees in an organization?

[COLOR="rgb(221, 160, 221)"]Answer[/COLOR]
Helping Material for Question # 1.
Work values are people’s personal convictions about what one should expect to obtain from working and how one should behave at work. Work attitudes, more specific and less long lasting that values, are collections of feelings, beliefs, and thoughts that people have about how to behave in their current jobs and organizations. Work moods, more transitory than both values and attitudes, are people’s feelings at the time they actually perform their jobs. Work values, attitudes, and moods all have the potential to influence each other.
There are two types of work values. Intrinsic work values are values related to the work itself, such as doing something interesting and challenging or having a sense of accomplishment. Extrinsic work values are values related to the consequences of work, such as having family security or status in the community.
Two important work attitudes are job satisfaction and organizational commitment. Job satisfaction is the collection of feelings and beliefs that people have about their organization as a whole. Work attitudes have three components: an affective component (how a person feels about a job), a cognitive component (what a person thinks about a job), and a behavioral component (what a person thinks about how to behave on the job).
People experience many different moods at work. These moods can be categorized generally as positive or negative. When workers are in positive moods, they feel exited, enthusiastic, active, strong, peppy, or elated. When workers are in negative moods, they feel distressed, fearful, scornful, hostile, jittery, or nervous. Workers also experience less intense moods at work, such as feeling sleepy or calm. Work moods are determined by both personality and situation and have the potential to influence organizational behaviors ranging from absence to being helpful to customers and coworkers to creativity to leadership.
Job satisfaction is one of the most important and well-researched attitudes in organizational behavior. Job satisfaction is determined by personality, values, the work situation, and social influence. Facet, discrepancy, and steady-state models of job satisfaction are useful for understanding and managing this important attitude.
Job satisfaction is not strongly related to job performance because workers are often not free to vary their levels of job performance and because sometimes job satisfaction is not relevant to job performance. Job satisfaction has a weak negative relationship to absenteeism. Job satisfaction influences turnover; workers who are satisfied with their jobs are less likely to quit. Furthermore, workers who are satisfied with their jobs are more likely to perform voluntary behaviors, known as organizational citizenship behavior that contributes to organizational effectiveness. Job satisfaction also has a positive effect on worker well-being.
Organizational commitment is the collection of feelings and beliefs that people have about their organization as a whole. Affective commitment exists when workers are happy to be members of an organization and believe in it. Continuance commitment exists when workers are committed to the organization because it is too costly for them to leave. Affective commitment has more positive consequences for organizations and their members than continuance commitment. Affective commitment is more likely when organizations are socially responsible and demonstrate that they are committed to workers. Workers with high levels of affective commitment are less likely to quit and may be more likely to perform organizational citizenship behavior.
1. Managers’ interest in job satisfaction tends to center on its effect on employee performance. Much research has been done on the impact of job satisfaction on employee productivity, absenteeism, and turnover.
2. Satisfaction and productivity:
• Happy workers are not necessarily productive workers—the evidence suggests that
productivity is likely to lead to satisfaction.
• At the organization level, there is renewed support for the original satisfaction-performance relationship. It seems organizations with more satisfied workers as a whole are more productive organizations.
3. Satisfaction and absenteeism
• We find a consistent negative relationship between satisfaction and absenteeism. The more satisfied you are, the less likely you are to miss work.
• It makes sense that dissatisfied employees are more likely to miss work, but other factors have an impact on the relationship and reduce the correlation coefficient. For example, you might be a satisfied worker, yet still take a “mental health day” to head for the beach now and again.
4. Satisfaction and turnover
• Satisfaction is also negatively related to turnover, but the correlation is stronger than what we found for absenteeism.
• Other factors such as labor market conditions, expectations about alternative job Opportunities, and length of tenure with the organization are important constraints on the actual decision to leave one’s current job.
• Evidence indicates that an important moderator of the satisfaction-turnover relationship is the employee’s level of performance.

Question # 02
What methods should be adopted by Mr. Usman to express his dissatisfaction and concerns to higher management?

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[COLOR="rgb(221, 160, 221)"]Answer:[/COLOR]
Helping Material For Question # 2.
Voice and loyalty are constructive behaviors allow individuals to tolerate unpleasant situations or to revive satisfactory working conditions. It helps us to understand situations, such as those sometimes found among unionized workers, where low job satisfaction is coupled with low turnover. There are a number of ways employees can express dissatisfaction 1-Exit 2-Voice 3-Loyalty 4-Neglect 1-Exit: Behavior directed toward leaving the organization, including looking for a new position as well as resigning. 2-Voice: Actively and constructively attempting to improve conditions, including suggesting improvements, discussing problems with superiors, and some forms of union activity. 3-Loyalty: Passively but optimistically waiting for conditions to improve,
including speaking up for the organization in the face of external criticism, and trusting the organization and its management to “do the right thing.” 4-Neglect: Passively allowing conditions to worsen, including chronic absenteeism or lateness, reduced effort, and increased error rate. Exit and neglect behaviors encompass our performance variables—productivity, absenteeism, and turnover.