国外组织行为学通用课件皮尔森ch04

Chapter4Values,Attitudes,andWorkBehaviourCopyright©2011PearsonCanadaInc.LearningObjectivesDefinevaluesanddiscusstheimplicationsofcross-culturalvariationinvaluesfororganizationalbehaviour.Defineattitudesandexplainhowpeopledevelopandchangeattitudes.Explaintheconceptofjobsatisfactionanddiscusssomeofitskeycontributors,includingdiscrepancy,fairness,disposition,mood,andemotioninpromotingjobsatisfaction.Copyright©2011PearsonCanadaInc.LearningObjectives(continued)4. Outlinethevariousconsequencesofjobsatisfactionandexplaintherelationshipbetweenjobsatisfactionandabsenteeism,turnover,performance,organizationalcitizenshipbehaviour,andcustomersatisfaction.5. Differentiateaffective,continuance,andnormative

commitmentandexplainhoworganizationscanfosterorganizationalcommitment.Copyright©2011PearsonCanadaInc.WhatAreValues?

Abroadtendencytoprefercertainstatesofaffairsoverothers.Valueshavetodowithwhatweconsidergoodandbad.Valuesaremotivationalandverygeneral.Peopletendtoholdvaluesstructuredaroundsuchfactorsasachievement,power,autonomy,conformity,tradition,andsocialwelfare.Copyright©2011PearsonCanadaInc.GenerationalDifferencesinValues

Therearefourdistinctivegenerationsintheworkplacetoday:Traditionalists(1922-1945)BabyBoomers(1946-1964)GenerationX(1965-1980)Millennials(GenerationY)(1981-2000)Copyright©2011PearsonCanadaInc.GenerationalDifferencesinValues(continued)

Thesegenerationsgrewupunderratherdifferentsocializationexperiences.Thesedifferenceshaveledtonotablevaluedifferencesbetweenthegenerations.Suchvaluedifferencesmightthenunderliethedifferentialassetsandpreferencesforleadershipstyle.Copyright©2011PearsonCanadaInc.FourGenerationsinToday’sWorkplaceCopyright©2011PearsonCanadaInc.GenerationalStereotypesTraditionalists:Respectfulofauthorityandahighworkethic.Boomers:Optimisticworkaholics.GenX:Cynical,confident,andpragmatic.GenY:Confident,social,demandingoffeedback,andsomewhatunfocused.Arethesestereotypesaccurate?Copyright©2011PearsonCanadaInc.GenerationalDifferencesinValues(continued)

Mostresearchpointstomoresimilaritiesthandifferencesinvaluesacrossgenerations.SomeindicationthatGenXandYaremoreinclinedtovaluestatusandrapidcareergrowththanareboomers.GenYsespeciallyvalueautonomyandXers,comparedtoboomers,arelessloyal,morewantingofpromotion,andmoreinclinedtowardwork-lifebalance.Copyright©2011PearsonCanadaInc.GenerationalDifferencesinValues(continued)

Someresearchhasconcludedthatallworkgenerationssharethesamevaluesbutexpressthemdifferently.Generationaldifferencesinworkvaluesorthewayvaluesareexpressedisimportantbecauseagood“fit”betweenaperson’svaluesandthoseoftheorganization(person-organizationfit)leadstomorepositiveworkattitudesandbehaviours.Copyright©2011PearsonCanadaInc.CulturalDifferencesinValuesTherearebasicdifferencesinwork-relatedvaluesacrosscultures.Alackofunderstandingofcross-culturaldifferencescancauseforeignassignmentstoterminateearlyandbusinessnegotiationstofail.Copyright©2011PearsonCanadaInc.WorkCentralityWorkisvalueddifferentlyacrosscultures.Therearecross-nationaldifferencesintheextenttowhichpeopleperceiveworkasacentrallifeinterest.Peopleforwhomworkwasacentrallifeinterestworkmorehours.Cross-culturaldifferencesinworkcentralitycanleadtoadjustmentproblemsforforeignemployeesandmanagers.Copyright©2011PearsonCanadaInc.Hofstede’sStudyGeertHofstedequestionedover116,000IBMemployeesin40countriesabouttheirwork-relatedvalues.Hediscoveredfourbasicdimensionsalongwhichwork-relatedvaluesdifferedacrosscultures:PowerdistanceUncertaintyavoidanceMasculinity/femininityIndividualism/collectivismCopyright©2011PearsonCanadaInc.Hofstede’sStudy(continued)SubsequentworkwithCanadianMichaelBondthatcateredmoretoEasternculturesresultedinafifthdimension:Long-term/short-termorientationCopyright©2011PearsonCanadaInc.PowerDistanceTheextenttowhichanunequaldistributionofpowerisacceptedbysocietymembers.Insmallpowerdistancecultures,inequalityisminimized,superiorsareaccessible,andpowerdifferencesaredownplayed.Copyright©2011PearsonCanadaInc.PowerDistance(continued)Inlargepowerdistancecultures,inequalityisacceptedasnatural,superiorsareinaccessible,andpowerdifferencesarehighlighted.Outof40societies,CanadaandtheUnitedStatesrank14and15,fallingonthelowpowerdistancesideoftheaverage.Copyright©2011PearsonCanadaInc.UncertaintyAvoidanceTheextenttowhichpeopleareuncomfortablewithuncertainandambiguoussituations.Stronguncertaintyavoidanceculturesstressrulesandregulations,hardwork,conformity,andsecurity.Copyright©2011PearsonCanadaInc.UncertaintyAvoidance(continued)Cultureswithweakuncertaintyavoidancearelessconcernedwithrules,conformity,andsecurity,andhardworkisnotseenasavirtueandrisktakingisvalued.CanadaandtheUnitedStatesarewellbelowaverageonuncertaintyavoidance.Copyright©2011PearsonCanadaInc.Masculinity/FemininityMasculineculturesclearlydifferentiategenderroles,supportthedominanceofmen,andstresseconomicperformance.Feminineculturesacceptfluidgenderroles,stresssexualequality,andstressqualityoflife.Copyright©2011PearsonCanadaInc.Masculinity/Femininity(continued)InHofstede’sresearch,JapanisthemostmasculinesocietyfollowedbyAustria,Mexico,andVenezuela.TheScandinaviancountriesarethemostfeminine.Canadaranksaboutmid-packandtheUnitedStatesisfairlymasculinefallingabouthalfwaybetweenCanadaandJapan.Copyright©2011PearsonCanadaInc.Individualism/CollectivismIndividualisticsocietiesstressindependence,individualinitiative,andprivacy.Collectiveculturesfavourinterdependenceandloyaltytofamilyorclan.Copyright©2011PearsonCanadaInc.Individualism/Collectivism(continued)TheUnitedStates,Australia,GreatBritain,andCanadaareamongthemostindividualisticsocieties.Venezuela,Columbia,andPakistanareamongthemostcollective,withJapanfallingaboutmid-pack.Copyright©2011PearsonCanadaInc.Long-term/Short-termOrientationCultureswithalong-termorientationstresspersistence,perseverance,thrift,andcloseattentiontostatusdifferences.Cultureswithashort-termorientationstresspersonalsteadinessandstability,face-saving,andsocialniceties.Copyright©2011PearsonCanadaInc.Long-term/Short-termOrientation(continued)China,HongKong,Taiwan,Japan,andSouthKoreatendtobecharacterizedbyalong-termorientation.CanadaandtheUnitedStatesaremoreshort-termoriented.Copyright©2011PearsonCanadaInc.Cross-CultureValueComparisonsCopyright©2011PearsonCanadaInc.ImplicationsofCulturalVariationWhataretheimplicationsofculturalvariationfororganizationalbehaviour?Copyright©2011PearsonCanadaInc.ExportingOBTheoriesOrganizationalbehaviourtheories,research,andpracticesfromNorthAmericamightnottranslatewelltoothersocieties.Thebasicquestionsremainthesame–itisjusttheanswersthatwilldiffer.Agoodfitbetweencompanypracticesandthehostcultureisimportant.Copyright©2011PearsonCanadaInc.ImportingOBTheoriesNotalltheoriesandpracticesthatconcernorganizationalbehaviouraredesignedinNorthAmericaorevenintheWest.Themostobviousexamplesare“Japanesemanagement”techniques,suchasqualitycircles,totalqualitymanagement,andjust-in-timeproduction.Organizationsneedtotailormanagementpracticestothehomeculture’sconcerns.Copyright©2011PearsonCanadaInc.AppreciatingGlobalCustomersAnappreciationofcross-culturaldifferencesinvaluesisessentialtounderstandingtheneedsandtastesofcustomersorclientsaroundtheworld.Appreciatingthevaluesofglobalcustomersisalsoimportantwhenthecustomersenteryourownculture.Copyright©2011PearsonCanadaInc.DevelopingGlobalEmployeesSuccessintranslatingmanagementpracticestoothercultures,importingpractices,andappreciatingglobalcustomersdoesnothappenbyaccident.Companiesneedtoselect,train,anddevelopemployeestohaveanappreciationofdifferencesinculturalvaluesandtheimplicationsofthesedifferencesforbehaviourinorganizations.Copyright©2011PearsonCanadaInc.WhatAreAttitudes?Anattitudeisafairlystableevaluativetendencytorespondconsistencytosomespecificobject,situation,person,orcategoryofpeople.Attitudesinvolveevaluationsdirectedtowardspecifictargets.Theyaremorespecificthanvalues.Copyright©2011PearsonCanadaInc.WhatAreAttitudes?(continued)Attitudesaretendenciestorespondtothetargetoftheattitude.Attitudesofteninfluenceourbehaviourtowardsomeobject,situation,person,orgroup.

AttitudeBehaviourCopyright©2011PearsonCanadaInc.WhatAreAttitudes?(continued)Wheredoattitudescomefrom?Attitudesareafunctionofwhatwethinkandwhatwefeel.Attitudesaretheproductofarelatedbeliefandvalue.Belief+Value=AttitudeBehaviourCopyright©2011PearsonCanadaInc.WhatAreAttitudes?(continued)Organizationsoftenattempttochangeemployeeattitudes.Mostattemptsatattitudechangeareinitiatedbyacommunicatorwhotriestousepersuasionofsomeformtomodifythebeliefsorvaluesofanaudiencethatsupportsacurrentlyheldattitude.Copyright©2011PearsonCanadaInc.WhatAreAttitudes?(continued)Persuasionthatisdesignedtomodifyoremphasizevaluesisusuallyemotionallyoriented.Persuasionthatisslantedtowardmodifyingcertainbeliefsisusuallyrationallyoriented.Copyright©2011PearsonCanadaInc.WhatIsJobSatisfaction?Acollectionofattitudesthatworkershaveabouttheirjobs.Twoaspectsofsatisfaction.Facetsatisfactionreferstothetendencyforanemployeetobemoreorlesssatisfiedwithvariousfacetsofthejob:TheworkitselfCompensationCareeropportunitiesRecognitionBenefitsCopyright©2011PearsonCanadaInc.WhatIsJobSatisfaction?(continued)Overallsatisfactionisasummaryindicatorofapersons’attitudetowardhisorherjobthatcutsacrossthevariousfacets.Anaverageortotaloftheattitudesindividualsholdtowardvariousfacetsofthejob.Twoemployeesmightexpressthesamelevelofoverallsatisfactionfordifferentreasons.Copyright©2011PearsonCanadaInc.WhatIsJobSatisfaction?(continued)ThemostpopularmeasureofjobsatisfactionistheJobDescriptiveIndex(JDI).Itisdesignedaroundfivefacetsofsatisfaction.Employeesrespond“yes,”“no,”or“?”indescribingwhetheraparticularwordorphraseisdescriptiveofparticularfacetsoftheirjobs.Copyright©2011PearsonCanadaInc.WhatIsJobSatisfaction?(continued)TheMinnesotaSatisfactionQuestionnaire(MSQ)isalsoacarefullyconstructedmeasureofjobsatisfaction.Respondentsindicatehowhappytheyarewithvariousaspectsoftheirjobonascalerangingfrom“verysatisfied”to“verydissatisfied.”Copyright©2011PearsonCanadaInc.WhatDeterminesJobSatisfaction?Wefrequentlyfinddifferencesinjobsatisfactionexpressedbyindividualsperformingthesamejobinagivenorganization.Howdoesthishappen?Copyright©2011PearsonCanadaInc.DiscrepancyAtheorythatjobsatisfactionstemsfromthediscrepancybetweenthejoboutcomeswantedandtheoutcomesthatareperceivedtobeobtained.Thereisstrongevidencethatsatisfactionwithone’spayishighwhenthereisasmallgapbetweenthepayreceivedandtheperceptionofhowmuchpayshouldbereceived.Copyright©2011PearsonCanadaInc.FairnessIssuesoffairnessaffectbothwhatpeoplewantfromtheirjobsandhowtheyreacttotheinevitablediscrepanciesinorganizationallife.Therearethreebasickindsoffairness:DistributivefairnessProceduralfairnessInteractionalfairnessCopyright©2011PearsonCanadaInc.DistributiveFairnessFairnessthatoccurswhenpeoplereceivewhattheythinktheydeservefromtheirjobs.Itinvolvestheultimatedistributionofworkrewardsandresources.Individualswant“what’sfair.”Equitytheoryprovidesawayofunderstandinghowpeopledeterminewhatisfair.Copyright©2011PearsonCanadaInc.EquityTheoryAtheorythatjobsatisfactionstemsfromacomparisonoftheinputsoneinvestsinajobandtheoutcomesonereceivesincomparisontotheinputsandoutcomesofanotherpersonorgroup.Copyright©2011PearsonCanadaInc.EquityTheory(continued)Equitywillbeperceivedwhenthefollowingdistributionratiosexist:

Myoutcomes=Other’soutcomes MyinputsOther’sinputsCopyright©2011PearsonCanadaInc.EquityTheory(continued)Inputsrefertoanythingthatpeoplegiveup,offer,ortradetotheirorganizationinexchangeforoutcomes(e.g.,education).Outcomesarefactorsthatanorganizationdistributestoemployeesinexchangefortheirinputs(e.g.,pay).Theotherintheratiomightbeaco-workerperformingthesamejob,anumberofco-workers,orevenone’sconceptionofalltheindividualsinone’soccupation.Copyright©2011PearsonCanadaInc.EquityTheory(continued)Equitytheoryhasimportantimplicationsforjobsatisfaction.Inequityisadissatisfyingstate,especiallywhenweareonthe“shortendofthestick.”Cross-culturaldifferencesinvaluessuggeststhattherearedifferencesacrossculturesinhowtoachieveequityanddistributivefairness.Copyright©2011PearsonCanadaInc.ProceduralFairnessFairnessthatoccurswhentheprocessusedtodetermineworkoutcomesisseenasreasonable.Itisconcernedwithhowoutcomesaredecidedandallocated.Itisparticularlyrelevanttooutcomessuchasperformanceevaluations,payraises,promotions,layoffs,andworkassignments.Copyright©2011PearsonCanadaInc.ProceduralFairness(continued)Inallocatingoutcomes,thefollowingfactorscontributetoperceptionsofproceduralfairness.Theallocator:Followsconsistentproceduresovertimeandacrosspeople.Usesaccurateinformationandappearsunbiased.Allowstwo-waycommunicationduringtheallocationprocess.Welcomesappealsoftheprocedureorallocation.Copyright©2011PearsonCanadaInc.ProceduralFairness(continued)Proceduralfairnessisespeciallylikelytoprovokedissatisfactionwhenpeoplealsoseedistributivefairnessasbeinglow.Dissatisfactionwillbemaximizedwhenpeoplebelievethattheywouldhaveobtainedbetteroutcomesifthedecisionmakerhadusedotherproceduresthatshouldhavebeenimplemented.Copyright©2011PearsonCanadaInc.InteractionalFairnessFairnessthatoccurswhenpeoplefeelthattheyhavereceivedrespectfulandinformativecommunicationaboutanoutcome.Interactionalfairnessisimportantbecauseitispossibleforabsolutelyfairoutcomesorprocedurestobeperceivedasunfairwhentheyareinadequatelyoruncaringlyexplained.Copyright©2011PearsonCanadaInc.InteractionalFairness(continued)Peoplewhoexperienceinteractionalunfairnessaremostlikelydissatisfiedwiththeboss.Bothproceduralandinteractionalfairnesscantosomeextentoffsetthenegativeeffectsofdistributiveunfairness.Copyright©2011PearsonCanadaInc.DispositionCouldyourpersonalitycontributetoyourfeelingsofjobsatisfaction?Thedispositionalviewofjobsatisfactionisbasedontheideathatsomepeoplearepredisposedbyvirtueoftheirpersonalitiestobemoreorlesssatisfieddespitechangesindiscrepancyorfairness.Copyright©2011PearsonCanadaInc.Disposition(continued)Studiesthatpointtoamissingdispositionallinkinjobsatisfaction:Identicaltwinsrearedaparttendtohavesimilarlevelsofjobsatisfaction.Jobsatisfactiontendstobefairlystableovertime,evenwhenchangesinemployeroccur.Dispositionmeasuredearlyinadolescenceiscorrelatedwithone’sjobsatisfactionasamatureadult.Copyright©2011PearsonCanadaInc.Disposition(continued)Thesefindingssuggestthatsomepersonalitycharacteristicsoriginatingingeneticsorearlylearningcontributetoadultjobsatisfaction.Peoplewhoareextravertedandconscientioustendtobemoresatisfiedwiththeirjobs.Thosehighinneuroticismarelesssatisfied.Peoplewhoarehighinself-esteemandinternallocusofcontrolaremoresatisfied.Copyright©2011PearsonCanadaInc.Disposition(continued)Ingeneral,peoplewhoareoptimisticandproactivereporthigherjobsatisfaction.Moodandemotionmaycontributetothisconnection.Copyright©2011PearsonCanadaInc.MoodandEmotionAffectisabroadlabelforfeelingsthatincludesemotionsandmoods.Emotionsareintense,oftenshort-livedfeelingscausedbyaparticulareventsuchasabadperformanceappraisal.Moodsarelessintense,longer-lived,andmorediffusefeelings.Howdoemotionsandmoodsaffectjobsatisfaction?Copyright©2011PearsonCanadaInc.AffectiveEventsTheoryJobsconsistofaseriesofeventsandhappeningsthathavethepotentialtoprovokeemotionsortoinfluencemoods,dependingonhowweappraisetheseeventsandhappenings.Emotionsandmoodscaninturninfluencejobsatisfaction.Copyright©2011PearsonCanadaInc.EmotionalContagionMoodandemotioncanalsoinfluencejobsatisfactionthroughemotionalcontagion.Emotionalcontagionisthetendencyformoodsandemotionstospreadbetweenpeopleorthroughoutagroup.People’smoodsandemotionstendtoconvergewithinteraction.Copyright©2011PearsonCanadaInc.EmotionalRegulationMoodandemotioncanalsoinfluencejobsatisfactionthroughtheneedforemotionalregulation.Emotionalregulationistherequirementforpeopletoconformtocertain“displayrules”intheirjobbehaviourinspiteoftheirtruemoodoremotions.Thisisoftenreferredtoas“emotionallabour.”Copyright©2011PearsonCanadaInc.EmotionalLabourInsomejobs,employeesmustexaggeratepositiveemotionswhileinotherstheymustsuppressnegativeemotions.Alljobshavetheirimplicitdisplayrules,however,servicerolesareespeciallyladenwiththem.Whataretheconsequencesoftherequirementforemotionalregulation?Copyright©2011PearsonCanadaInc.ConsequencesofEmotionalRegulationThefrequentneedtosuppressnegativeemotionscanlowerjobsatisfactionandincreasestress.Someresearchsuggeststhattheneedtoexpresspositiveemotionsimprovesjobsatisfaction.Doorganizationspayapremiumforemotionallabour?Copyright©2011PearsonCanadaInc.EmotionalLabourandCognitiveDemandsCopyright©2011PearsonCanadaInc.HowDiscrepancy,Fairness,Disposition,Mood,andEmotionAffectJobSatisfactionCopyright©2011PearsonCanadaInc.ThefacetsthatseemtocontributethemosttofeelingsofjobsatisfactionformostNorthAmericanworkersinclude:MentallychallengingworkAdequatecompensationCareeropportunitiesPeople(friendlyorhelpfulcolleagues)SomeKeyContributorstoJobSatisfactionsCopyright©2011PearsonCanadaInc.MentallyChallengingWorkReferstoworkthattestsemployees’skillsandabilities,allowsthemtosettheirownworkingpace,andprovidesthemwithclearperformancefeedback.Employeesusuallyperceivesuchworkaspersonallyinvolvingandimportant.Copyright©2011PearsonCanadaInc.AdequateCompensationMostemployeesexpecttoreceiveanadequateamountofcompensation.Althoughpayandsatisfactionarepositivelyrelated,noteveryoneisequallydesirousofmoney.Copyright©2011PearsonCanadaInc.CareerOpportunitiesTheavailabilityofcareeropportunitiesandopportunitiesforpromotionareimportantcontributorstojobsatisfaction.Promotionscontainmaterialandsocialsignalsaboutaperson’sself-worth.Copyright©2011PearsonCanadaInc.PeopleFriendly,considerate,good-naturedsuperiorsandco-workerscontributetojobsatisfaction.Theabilityofotherstohelpusdoourworkandattainoutcomesthatwevaluealsocontributestojobsatisfaction.Thefriendlinessaspectismostimportantinlower-leveljobswithcleardutiesaswellasdead-endjobs.Copyright©2011PearsonCanadaInc.People(continued)Theabilityofotherstohelpusdoourworkwellcontributesmoretojobsatisfactionwhenpayistiedtoperformance,jobsarecomplex,oraspromotionopportunitiesincrease.Copyright©2011PearsonCanadaInc.ConsequencesofJobSatisfactionJobsatisfactionhasanumberofconsequences:AbsencefromworkTurnoverPerformanceOrganizationalcitizenshipbehaviourCustomersatisfactionandprofitCopyright©2011PearsonCanadaInc.AbsencefromWorkAbsenteeismisanexpensivebehaviour.Lesssatisfiedemployeesaremorelikelytobeabsent.Satisfactionwiththecontentoftheworkisthebestpredictorofabsenteeism.Theabsence-satisfactionconnectionisnotverystrong.Copyright©2011PearsonCanadaInc.AbsencefromWork(continued)Severalfactorsconstraintheabilityofmanypeopletoconverttheirlikeordislikeofworkintocorrespondingattendancepatterns:Someabsenceisunavoidable.Opportunitiesforoff-the-jobsatisfactiononamisseddayvary.Someorganizationshaveattendancecontrolpolicies.Itmightbeuncleartoemployeeshowmuchabsenteeismisreasonableorsensible.Copyright©2011PearsonCanadaInc.AbsencefromWork(continued)Thenormforabsenteeismandthe“absenceculture”mighthaveastrongereffectthananindividualemployee’sjobsatisfaction.Theconnectionbetweenjobsatisfactionandgoodattendanceprobablystemsinpartfromthetendencyforjobsatisfactiontofacilitatementalhealthandsatisfactionwithlifeingeneral.Copyright©2011PearsonCanadaInc.TurnoverTurnoverreferstoresignationfromanorganizationanditcanbeveryexpensive.Researchindicatesamoderatelystrongconnectionbetweenjobsatisfactionandturnover.Less-satisfiedworkersaremorelikelytoquit.Therelationshipisfarfromperfect.Copyright©2011PearsonCanadaInc.AModelofEmployeeTurnoverCopyright©2011PearsonCanadaInc.Turnover(continued)Themodelshowsthatjobsatisfactionaswellascommitmenttotheorganizationandvarious“shocks”cancontributetointentionstoleave.Researchshowsthatsuchintentionsareverygoodpredictorsofturnover.Whydosatisfiedpeoplesometimesquittheirjobsanddissatisfiedpeoplestay?Copyright©2011PearsonCanadaInc.Turnover(continued)Certain“shocks”mightstimulateturnoverdespitesatisfactionwiththecurrentjob.Anemployees’dissatisfactionwithhisorherjobmightbeoffsetbyastrongcommitmenttotheoverallvaluesandmissionoftheorganization.Anemployeemightbesoembeddedinthecommunitythatheorsheiswillingtoendureadissatisfyingjobratherthanmove.Aweakjobmarketmightresultinlimitedemploymentalternatives.Copyright©2011PearsonCanadaInc.TheHoneymoon-HangoverEffectAdecreaseinjobsatisfactionoftenprecedesturnover,andthosewhoquitexperienceaboostinjobsatisfactionontheirnewjob.Someofthisboostmightbeduetoa“honeymooneffect,”inwhichthebadfacetsoftheoldjobaregone,thegoodfacetsofthenewjobareapparent,andthebadfacetsofthenewjobarenotyetknown.Copyright©2011PearsonCanadaInc.TheHoneymoon-HangoverEffect(continued)Overtime,asthebadfacetsofthenewjobarerecognized,a“hangovereffect”canoccurinwhichoverallsatisfactionwiththenewjobdecreases.Copyright©2011PearsonCanadaInc.TheHoneymoon-HangoverEffect(continued)Copyright©2011PearsonCanadaInc.PerformanceResearchhasfoundthatjobsatisfactionisassociatedwithhigherjobperformance.However,theconnectioniscomplicated;manyfactorsinfluencemotivationandperformance.Themostimportantsatisfactionfacetisthecontentoftheworkitself.Copyright©2011PearsonCanadaInc.Performance(continued)Theconnectionbetweenjobsatisfactionandperformanceisstrongerforcomplex,high-techjobsandlessstrongformoreroutinelabourjobs.Althoughjobsatisfactioncontributestoperformance,performancecouldalsocontributetojobsatisfaction.Whengoodperformanceisfollowedbyrewards,employeesaremorelikelytobesatisfied.Copyright©2011PearsonCanadaInc.Performance(continued)Manyorganizationsdonotrewardgoodperformancesufficiently.Thus,researchindicatesthatsatisfactionismorelikelytoaffectperformance,ratherthanthereverse.Copyright©2011PearsonCanadaInc.OrganizationalCitizenshipBehaviour(OCB)OCBisvoluntary,informalbehaviourthatcontributestoorganizationaleffectiveness.Inmanycases,theformalperformanceevaluationsystemdoesnotdetectandrewardit.JobsatisfactioncontributesgreatlytotheoccurrenceofOCB,morethanitdoestoregulartaskperformance.Copyright©2011PearsonCanadaInc.OrganizationalCitizenshipBehaviour(OCB)(continued)ThedefiningcharacteristicsofOCB:Thebehaviourisvoluntary.Thebehaviourisspontaneous.Thebehaviourcontributestoorganizationaleffectiveness.Thebehaviourisunlikelytobeexplicitlypickedupandrewardedbytheperformanceevaluationsystem.Copyright©2011PearsonCanadaInc.OrganizationalCitizenshipBehaviour(OCB)(continued)ThevariousformsthatOCBmighttake:Helpingbehaviourandofferingassistance.Conscientiousnesstothedetailsofwork.Beingagoodsport.Courtesyandcooperation.Copyright©2011PearsonCanadaInc.OrganizationalCitizenshipBehaviour(OCB)(continued)HowdoesjobsatisfactioncontributetoOCB?Fairnessseemstobethekey.Althoughdistributivefairnessisimportant,proceduralandinteractionalfairnessfromasupportivemanagerseemespeciallycritical.OCBisalsoinfluencedbyemployees’moodatwork.Copyright©2011PearsonCanadaInc.OrganizationalCitizenshipBehaviour(OCB)(continued)Peopleinapleasant,relaxed,optimisticmoodaremorelikelytoprovidespecialassistancetoothers.RecentresearchhasshownthatOCBcontributestoorganizationalproductivityandefficiencyandtoreducedturnover.Asaresult,somefirmsnowtrytoformallyrecognizeOCBs.Copyright©2011PearsonCanadaInc.CustomerSatisfactionandProfitAgrowingbodyofevidenceha