Job

Satisfaction
G I A N N L O R R E N Z E F. R A G AT

M PA S T U D E N T

D R . M A G D A L E N A D . B A U T I S TA

PROFESSOR

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Values
Represent basic convictions that “a specific mode of conduct or end-state of
existence is personally or socially preferable to an opposite or converse mode of
conduct or end-state of existence.” They contain a judgmental element in that they
carry an individual’s ideas as to what is right, good, or desirable. Values have both
content and intensity attributes. The content attribute says that a mode of conduct
or end-state of existence is important. The intensity attribute specifies how
important it is. When we rank an individual’s values in terms of their intensity, we
obtain that person’s value system. All of us have a hierarchy of values that forms
our value system. This system is identified by the relative importance we assign to
such values as freedom, pleasure, self-respect, honesty, obedience, and equality.

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Importance of Values
Values are important to the study of organizational behavior because they lay the foundation for the
understanding of attitudes and motivation and because they influence our perceptions. Individuals
enter an organization with preconceived notions of what “ought” and what “ought not” to be.

Values generally influence attitudes and behavior. Suppose that you enter an organization with the
view that allocating pay on the basis of performance is right, whereas allocating pay on the basis of
seniority is wrong or inferior. How are you going to react if you find that the organization you have
just joined rewards seniority and not performance? You’re likely to be disappointed—and this can lead
to job dissatisfaction and the decision not to exert a high level of effort since “it’s probably not going
to lead to more money, anyway.” Would your attitudes and behavior be different if your values aligned
with the organization’s pay policies? Most likely.

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Where do our value systems come
from?
Genetics

Significant portion of our value system is genetically determined. Though genes are responsible for a part of our
value system, it could be altered due to environmental factors.

Culture

Certain values are reinforced by culture.

Parents, teachers, friends

Values are established by our parents, teachers, friends and others. Many of our values are derived from the
views expressed by our parent's teachers and friends.

Other Value Systems

Our value system may get altered as we grow up and get exposed to other value systems.

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Values can be broadly classified into 2
types:
Terminals

These are the goals that a person would like to achieve during his or her lifetime. Example: a
comfortable life, a world at peace, wisdom, salvation etc.

Instrumental

These are a means of achieving the terminal values. Example: Ambitious, broadminded,
cheerful, clean, forest, forgiving, courageous, obedient, polite etc

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How Attitudes are Formed?
Experience:
Attitudes form directly as a result of experience. They may
emerge due to direct personal experience, or they may result
from observation.

Social Factors:
Social roles and social norms can have a strong influence on
attitudes. Social roles relate to how people are expected to behave
in a particular role or context. Social norms involve society's rules for
what behaviors are considered appropriate.

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Most Important Attitudes in the
Workplace
Definition of Attitude

Attitude describes the way your employee feels inside. These are his feelings toward you, his coworkers and
his position within the company. Every employee has an attitude towards the environment -- either good or
bad. This attitude can also influence how he performs. Because attitude is an inward feeling, an employee's
bad attitude might remain hidden. But if he's not careful, his bad attitude might show in his actions.

Definition of Behavior
Behavior is the way your employee responds to his attitude. This response is either positive or negative,
depending on how the employee views his position and the company. For example, an employee who
disagrees with you might overstep boundaries or ignore office protocol. In addition, an employee who
dislikes another coworker or has little respect for a coworker might display this attitude by speaking harshly
to this individual, being biased or engaging in other inappropriate acts, such as sexual harassment.

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Most Important Attitudes in the
Workplace

• Job satisfaction
• Job involvement
• Organizational commitment

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JOB SATISFACTION
The term job satisfaction refers to an individual’s general attitude toward his or
her job. A person with a high level of job satisfaction holds positive attitudes
toward the job, while a person who is dissatisfied with his or her job holds
negative attitudes about the job.

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JOB INVOLVEMENT
The term job involvement is a more recent addition to the OB literature. While
there isn’t complete agreement over what the term means, a workable definition
states that job involvement measures the degree to which a person identifies
psychologically with his or her job and considers his or her perceived
performance level important to self-worth.

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ORGANIZATIONAL COMMITMENT
Organizational commitment, which is defined as a state in which an employee
identifies with a particular organization and its goals, and wishes to maintain
membership in the organization. So, high job involvement means identifying
with one’s specific job, while high organizational commitment means identifying
with one’s employing organization

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Effects of Employee Attitudes

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When employees are dissatisfied with
their job…
• Psychological withdrawal like daydreaming on the job.
• Physical withdrawal like unauthorized absences; early departures;
extended breaks, or work slowdowns.
•Aggression, like verbal abuse or dangerous actions against
another employee.

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 Making Positive Attitudes Work for
Organization
Transparent & Open Communication Give and
Take
having that sense of balance will improve job satisfaction among employees because they
Work-Life Balance will feel that they’re not overlooking the other areas of their lives that are, if not more,
important to them than work.

A positive work environment would have routine

Training & Development-Focused trainings to improve efficiency and instill positive
attitudes among employees.

Shower Praises
Recognition for Hard Work A reward here doesn’t have to be monetary in nature; sometimes even a
simple verbal recognition by the supervisor is all that is necessary
to spur the employees’ motivation.

Acknowledging their Presence

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Job satisfaction is the collection of feelings and beliefs
people have about their current jobs.

Job satisfaction is a positive feeling about

your job resulting from an evaluation of its
characteristics.

Job satisfaction is an important work

attitude in organizational behavior because
it affects a wide range of behaviors and
contributes to workers’ well-being. It is
one of the most well researched work
attitudes.
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When people are satisfied with their jobs…

high productivity
a stronger tendency to achieve costumer loyal

loyalty to the company

low absenteeism and turnover

less job stress and burnout

better safety performance

better life satisfaction

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Certain factors associated with job
satisfaction…
Salary Adequacy of salary and perceived equity
compared with others;

Work itself The extend to which job tasks are considered interesting and provide
opportunities for learning and accepting responsibility;
Promotion opportunityChances for further advancement;

Quality of supervisionThe technical competence and the interpersonal skills of

one’s immediate superior;

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Certain factors associated with job
satisfaction…

Relationship with co-workers the extend to which co-workers are friendly, competent,
and supportive.

Working conditions The extend to which the physical work environment is

comfortable and supportive of productivity;

The beliefs that one’s position is relatively secure and continued

Job security employment with the organization is a reasonable expectation.

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Ways of Measuring Job
Satisfaction…

Single global rating method

Summation score method

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Single global rating method
Refers to that approach where individuals are asked to respond to a
single question.
“How satisfied are you with your job?”
1. Highly satisfied
2. Moderately satisfied
3. Indifferent
4. Moderate dissatisfied
5. Highly dissatisfied

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Summation score method
It is more sophisticated, it identifies key elements in
a job and asks the employee’s feelings about each.

Typically elements here are the nature of the work; supervision, preset pay,
promotion opportunities and relation with coworkers.

Respondents rate them on a standardized scale, and researchers add the

ratings to create an overall job satisfaction score. This method is achieves a
more accurate evaluation of job satisfaction.

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Please indicate on the blanks provided below how satisfied you are
(in terms of percentage) in each of the following factors of your job.

% 1. Work itself
% 2. Salary (or pay)
% 3. Promotion opportunities
% 4. Supervision
% 5. Co – workers

Note: To be filled by the enumerator:

% overall percentage score

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Job involvement…

Refers to the degree to which a person identifies with the job, actively
participates in it, and considers performance important to self worth.

Organizational commitment…

It refers to the degree to which an employee identifies with a particular

organization and its goals and wishes to maintain membership in organization.
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 Three dimensions of Organizational
commitment…
Refers to the employee’s emotional attachment to the
Affective commitment organization and belief in its values.

Refers to the employee’s tendency to remain in an organization

Continuance commitment because he cannot afford to leave.

Refers to an obligation to remain with the company for moral or

Normative commitment ethical reason.

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Managing
Organizational
Change

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DEFINITION
It is the process of planning and implementing change in an
organization in such a way to minimize employee resistance, cost and
simultaneously maximizing effectiveness of change.

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"Change is constant"

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Why is it Important to Adapt to
Change?
Times change, people change, things change situations change hence so do the
organizations.

 Organizational change occurs as a reaction to an ever- changing environment

or as a response to a current crisis situation. On the other hand, it is triggered
by a progressive manager.
 Individuals, teams, or organizations that do not adapt to change in timely
ways are unlikely to survive.
 The Organizations which recognize the inevitability of change, learn to adapt
to it, and attempt to manage it, will be the most successful.

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FORCES FOR CHANGE
• EXTERNAL FORCES
• INTERNAL FORCES

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Forces for Change: External
Forces
• Put pressure on how a firm conducts its business and its relationships with customers,
suppliers, and employees.
• External forces include:
– Political factors
– Economic factors
– Demographic
– Social
– Technology
– Economic

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 Political Factors:
- Government restrictions often force change onto organizations. This can be something as simple as a
change in minimum wage for employees, or as complex as rules and restrictions governing fair
competition in business. For instance, when the Affordable Health Care act was put into place,
businesses had to change their operations and put steps into place to confirm that all employees had
healthcare coverage to comply with the new law.

 Political Factors:
- In context of the increased competition between the companies with low margins, organizations try to
minimize the cost by keeping lean and trim.
Ex: Banking sector and employees working for fixed hours during the day have to work overtime in the
night for west clients.

 Demographic Factors:
- A changing work demographic might require an organizational change in culture.
Ex: Avon built and grew their business around door-to-door cosmetic sales, with the stay-at-home wife
and mother as their primary front line employee. When more women entered the workforce in 9-to-5
jobs, Avon had to shift gears and find new ways to get their products in front of their customers.
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 Social Factors:
- Changing social trends can pressure organizations into making changes. Consumers are becoming
more environmentally conscious, a trend which has pushed fast food restaurants to replace Styrofoam
containers with paper. Manufacturers of cleaning products changed product formulas to omit
phosphorus and other environmentally threatening chemicals.
Ex: Tobacco companies have buckled under the changing image of smokers, the dangers of their
products, and some have started looking into eCigarettes and other smoking alternatives to stay in
business.

 Technological Factors:
- Technological changes can make or break a business. Whether new technology is introduced industry-
wide, as when the laser was introduced to modern medicine, making surgeries easier and safer; or
when it’s introduced to end users.
Ex: When consumers stopped renting videos to enjoy the cheaper, more convenient streaming services
like Netflix, organizations must change to accommodate new technologies or suffer the consequences.

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Forces for Change: Internal
Forces
• Come from decisions made within the company.

• May originate with top executives and managers and travel in a top-down
direction.

• May originate with front-line employees or labor unions and travel in a

bottom-up direction.

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 TYPES OF ORGANIZATIONAL
CHANGE
EVOLUTIONARY REVOLUTIONARY
 Change is gradual, intermittent, and  Change is rapid, dramatic, and broadly
narrowly-focused. focused.
 Its main purpose is to make continuous  It often happens when the current
improvement in order to adjust to operation method can no longer fulfill
environmental changes. the demand and significant change has to
be made.

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 TYPES OF ORGANIZATIONAL
CHANGE
PLANNED UNPLANNED
 Planned change is a change that occurs when  An unplanned change occurs randomly
managers or employees make a conscious and spontaneously without any specific
effort to change in response to a specific intention on the part of managers or
problem Its main purpose is to make employees of addressing a problem.
continuous improvement in order to adjust to
environmental changes.  When an unplanned change occurs, like a
sudden economic downturn or a shortage of
 When change is planned, like a new
resources, managers are taken by surprise
information management system or a different
and adaptation may not be as organized.
accounts payable procedure, change
management can also be planned to minimize
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MERITS OF CHANGE
1. Cost Saving
 By properly managing change within your organization, you can help reduce the
incidents that would affect efficiency, and help to maintain company
productivity.
 When you manage your employees successfully through the change process,
that can instill confidence that the next change can be done as efficiently.
 By breeding confidence in the organization's ability to effect change, you can
control the costs of change significantly.

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MERITS OF CHANGE
2. Organizational Structure
By introducing change of any kind to the organization, you will be testing the
strength of the organizational structure.
As change is implemented, you will begin to see what areas of your structure are
strong and which areas require re-evaluation.
In this way you can use change within your organization as one of the ways you
monitor and evaluate your organizational structure.

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3. Corporate Relationships

 The reasons for your change, and the implementation of that process, need to
be done as efficiently as possible to help preserve the important relationship.
 Strong management of corporate relationships cannot only help to maintain
your revenue stream, it can also strengthen the confidence your vendors and
customers have in your company.

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DEMERITS OF CHANGE
1. Change Might Not Equal Progress
• Many companies emphasize a culture of continuous improvement. While
never being satisfied with the status quo can drive excellence in your
organization.
• Every organization can be improved, no matter how well it is performing, but
a manager should always ask the question:
"How is this proposed change going to improve my organization's
ability to achieve our key goals?”

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DEMERITS OF CHANGE
2. Internal Resistance

• According to an article by organizational change expert Garrison Wynn, the top

two reasons people resist change are lack of knowledge about coming changes
and fear of the unknown.
• The key tools for managing this problem are complete, honest, and timely
communication with your work force, clear communication of the value of the
change, and patience with your team as they go through an inevitable adjustment
phase.

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DEMERITS OF CHANGE
3. Choosing the Wrong Solution

• Sometimes management doesn't sufficiently investigate the true cause of a

problem, the stakeholders affected by the solution, and potential unintended
consequences of change.

• This approach creates all the costs of change without the intended benefit, plus
it can create problems in areas that were functioning properly.

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RESISTANCE TO CHANGE
• Selective Perception

• Lack of Information

• Fear of the Unknown

• Habit

• Self interest

• Uncertainty

• Lack of trust and understanding

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Overcoming Resistance to
Change
• Education and Communication

• Participation and Involvement

• Facilitation and Support

• Negotiation and Agreement

• Manipulation and Co-optation

• Promote Positive Attitudes towards Change.

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MANAGING CHANGE
• Establish a sense of urgency
• Form a powerful guiding coalition
• Develop a compelling vision and strategy
• Communicate widely
• Empower others to act on the vision
• Generate short-term wins
• Consolidate gains and create greater change
• Institutionalize changes in the organizational culture
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EXAMPLES OF SUCCESFUL
CHANGE

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Tata Business Excellence Model
• This model was introduced in 1996 by the TATA group.

• This model is based on the TOTAL QUALITY MANAGEMENT (TQM) .

• In April 2000,TISCO introduced (PEP) performance ethic program under which it planned
to promote younger, hardworking to higher positions based on their performances.
• It aimed at removing hierarchy, performance based payment and hardcore
team work.
• This exercise also aimed to cut management staff from 4000 to 3000.

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ORGANIZATIONAL STRUCTURE:
• Encourage growth in business, flexibility in decision
making process and
encourage team work among the managers and work force

PERFORMANCE MANAGEMENT SYSTEM:

• Would identify and reward strong performers and also offer development
to each of the employee.

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CONCLUSION
• Organizational Change Management aligns groups expectations,
communicates, integrates teams and manages people.

• It makes use of performance metrics, such as financial results, operational

efficiency, leadership commitment, communication effectiveness, and the
perceived need for change to design appropriate strategies.

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