UNIT : 02

JOB
SATISFACTION
Individual level processes
OVERVIEW
What is Job Attitude ?

What are the major Job Attitudes

History of Job Satisfaction

What is Job satisfaction ?

Components Of Job Satisfaction

Antecedents /Factors/ Causes of Job Satisfaction

Measurement of Job Satisfaction

Consequences of Job Satisfaction

JOB ATTITUDES
Attitudes as relatively stable clusters of feelings, 1. Job satisfaction
beliefs, and behavioral predispositions (i.e., intentions)
toward some specific object, person, or institution. By
Job
including the phrase relatively stable in the definition, 2.
involvement
we are referring to feelings that are not fleeting and
that, once formed, tends to persist. Organizational
3.
commitment
Work-related attitudes refers to enduring emotions,
beliefs, and behavioral patterns towards various Perceived
4. organizational
aspects of the job, its environment, colleagues, and
support (POS)
the organization overall. These attitudes encompass
an employee's subjective feelings, beliefs, and
Employee
connection to their job, significantly impacting their 5.
engagement
motivation, commitment, career aspirations, and
overall satisfaction.
WHAT ARE THE MAJOR JOB ATTITUDES ?
In organizational behavior, we focus on a select few work-related
attitudes, which represent employees' positive or negative
assessments of their work environment. The primary ones studied
include job satisfaction, job involvement, and organizational
commitment, with additional attention given to perceived
organizational support and employee engagement.

1. Job satisfaction 2. Job Involvement 3. Organizational 4. Perceived 5. Employee

Job satisfaction typically
refers to a positive sentiment
towards one's job, stemming
from an assessment of its
qualities. High job satisfaction
indicates positive feelings,
while low satisfaction signifies
negative ones.
Job involvement J. M.
Diefendorff et.al, 2002) is akin
to job satisfaction and gauges
how much individuals
psychologically connect with
their job, viewing their
performance as integral to
their self-esteem(G. J. Blau and
K. R. Boal, 1987).
Psychological empowerment, a
related concept, reflects
employees' beliefs regarding
their influence over their work
environment, competence, job
significance, and perceived
autonomy (G. Chen et.al.,
2004).
commitment
Organizational commitment involves
employees' identification with and
desire to remain part of a specific
organization. Research by (O. N.
Solinger et.al., 2008) emphasizes
emotional attachment and belief in
organizational values as crucial for
commitment. Studies show a modest
correlation between commitment
and productivity, with stronger ties
for new employees (T. A. Wright and
D. G. Bonett, 2002). Commitment
correlates negatively with
absenteeism and turnover (K.
Bentein et.al., 2005).
Organzational
Support
Perceived organizational
support (POS) reflects
employees' belief in the
organization's appreciation of
their contributions and
concern for their well-being.
Research by (L. Rhoades et.al.,
2001) indicates that fair
rewards, employee
involvement in decisions, and
supportive supervisors
contribute to strong POS
perceptions.
Engagement
Employee engagement refers
to an individual's dedication,
satisfaction, and enthusiasm
towards their work. Engaged
employees are passionate and
deeply connected to their
company, while disengaged
ones are emotionally
detached. Research by (J. K.
Hartershows et.al., 2002)
shows that high engagement
correlates with improved
customer satisfaction,
productivity, profits and lower
turnovers.
HISTORY OF JOB SATISFACTION
The exploration of employee job satisfaction traces 1935-1955: Active period in job satisfaction
back to the early 1900s, initiated by Frederick Taylor's research, driven by the aim to prevent
examination of job duties in 1911. labor unrest and increase productivity.

Mid-1920s: Elton Mayo introduced emotions into
American I-O psychology, highlighting negative
emotions in factory work (1923).
Early 1930s: Robert Hoppock conducted a survey
revealing variations in job satisfaction among different
occupational groups (1935).
Late 1950s: Brayfield and Crockett found
out little connection between satisfaction
and performance, while Herzberg et al.
propose the two-factor theory linking
satisfaction to behaviors like absenteeism
and turnover (1955, 1957, 1959).

Late 1920s to 1932: Hawthorne Studies explored

factors like lighting, temperature, and breaks' impact
on productivity and job satisfaction.

Hawthorne Studies revealed the Hawthorne effect:

increased attention from supervisors boosts worker
morale and productivity.
WHAT IS JOB SATISFACTION ?
Locke (1976) defined job satisfaction as “a pleasurable or
positive emotional state resulting from the appraisal of one’s
job or job experiences”

Cook et al. (1981) defined job satisfaction as “an attitude

which manifests itself in evaluation of the job and of the
employing organisation as contributing suitably to the
attainment of one’s personal objectives”.

Lambert, Barton, and Hogan (1999) defined job satisfaction

as “the fulfillment or gratification of certain needs that are
associated with one’s work.”

Spector (1997) defines it as “the extent to which people like

(satisfaction) or dislike (dissatisfaction) their jobs”.
CHARACTERISTICS OF JOB SATISFACTION
Although theoretical analyses have criticized job satisfaction as being too narrow
conceptually, there are three generally accepted dimensions to job satisfaction:

Job satisfaction is an emotional response to a job situation. As such it cannot be seen, it

can only be inferred.

Job satisfaction is the extent to which the working environment meets the needs and
expectations of employees. It is a result of employees’ perception of how well their job
provides outcomes that are viewed as important.

Job satisfaction is an evaluation of the job and of the organisation that shows up in
significant work behaviours such as productivity, absenteeism, turnover, workplace
deviance, organisational citizenship and so forth.
 INTRINSIC AND EXTRINSIC SATISFACTION
Overall job satisfaction is comprised of intrinsic and extrinsic components.

INTRINSIC JOB SATISFACTION EXTRINSIC JOB SATISFACTION

Stems from the nature of the Relates to external factors like

work itself, focusing on the tasks pay, relationships with coworkers
and responsibilities involved. and supervision.
 WHAT ARE THE COMPONENTS OF JOB SATISFACTION ?
Within the domain of organizational behavior, job satisfaction is notably prominent and extensively
examined among employee attitudes.

As an attitude, it has three elements:

A- affective,
B- behavioral
C- cognitive.

Cognitive component : The cognitive aspect of job satisfaction, representing an individual's

thoughts, beliefs, and evaluations about their job. For exampe ; "My pay is low"

Affective component : The emotional aspect of job satisfaction, reflecting an individual's feelings
and sentiments towards their job. For example; "I am angry over how little I'm paid."

Behavioral component : The behavioral aspect of job satisfaction, which encompasses the
actions and behaviors exhibited by individuals in response to their job satisfaction levels. For
example; "I'm going to look for another job that pays better."
ANTECEDENTS/ FACTORS/ CAUSES OF JOB
SATISFACTION
The antecedents of job satisfaction refer to the factors or conditions that precede or influence an individual's level of
satisfaction with their job. These factors can vary widely from person to person and can include both internal and external
elements.

Thus, various elements impact job satisfaction. For instance, a study revealed that when college students' chosen majors
aligned with their eventual jobs, this correlation predicted their future levels of job satisfaction.

The main influences can be summarized in the given five dimensions below :

1. The work itself ; The extent to which the job provides the individual with interesting
tasks, opportunities for learning, and the chance to accept responsibility

2. Pay ; The amount of financial remuneration that is received and the degree to which
this is viewed as equitable vis-á-vis that of others in the organization

3. Promotion opportunities ; The chances for advancement in the organization

4. Supervision ; The abilities of the supervisor to provide technical assistance and behavioral
support

5. Coworkers ; The degree to which fellow workers are technically proficient and socially
supportive. (P. C. Smith et al. , 1969)
THE WORK ITSELF
The content of the work itself is a major source of satisfaction. For example, research related to the job
characteristics approach to job design, shows that feedback from the job itself and autonomy are two of the
major job-related motivational factors. Research has found that such job characteristics and job complexity
mediate the relationship between personality and job satisfaction ( Timothy A. Judge et al. , 2000 ) and if the
creative requirements of employees’ jobs are met, then they tend to be satisfied ( Christina E. Shalley et al. ,
2000 ).

In practical terms, surveys have identified several key elements that contribute to job satisfaction. These
include engaging and stimulating work, as well as career advancement, which is valued by employees across
different age groups, regardless of whether it involves promotions or not. This was found in the survey “IT
Workers Expect Career Development and Job Satisfaction,” HR Focus, August 1999.

A research discovered that job satisfaction correlates with fair opportunities, family-friendly policies, and
measures against harassment. ( David Guest, 2002 ). Companies like VSP, the leading provider of eye care
benefits in the nation, consistently maintain high employee satisfaction levels due to their groundbreaking HR
strategies, as evidenced by their inclusion in the annual Fortune list of "100 Best Companies to Work For."

Job design and redesign theory closely align with factors influencing job satisfaction by emphasizing the
structuring of tasks to boost employee motivation and engagement. Feedback and autonomy are highlighted
as crucial in job characteristics, suggesting that redesigning jobs to offer more autonomy and regular
feedback can heighten job satisfaction. Additionally, the theory underscores the significance of providing
challenging work and career development opportunities. It advocates for enriching jobs with complex tasks to
allow skill utilization and professional growth, while also emphasizing the importance of career advancement
opportunities within the organization.
PAY
Wages and salaries are recognized to be a significant but cognitively complex and
multidimensional factor in job satisfaction. ( Shawn M. Carraher and M. Ronald Buckley, 1996 )
Money not only helps people attain their basic needs but is also instrumental in providing
upper-level need satisfaction. Employees often see pay as a reflection of how management
views their contribution to the organization.

Studies suggest that when employees have the opportunity to select the benefits that best
suit their needs from a range of options within a comprehensive package, known as a flexible or
cafeteria benefits plan, there is a notable rise in both satisfaction with the benefits and overall
job satisfaction. ( Alison E. Barber, Randall B. Dunham, and Roger A. Formisano, “The Impact of
Flexible Benefits on Employee Satisfaction: A Field Study,” )

WORKING CONDITIONS
The quality of working conditions moderately affects job satisfaction. When conditions are good—
like clean and appealing surroundings—employees find it easier to work effectively. Conversely,
poor conditions—such as hot or noisy environments—make tasks more difficult. Essentially, good
conditions may or may not affect job satisfaction, but poor conditions often lead to dissatisfaction.

There is also evidence of a positive relationship between job satisfaction and life satisfaction,
( M. Tait et al. , 1989 ) and that the direction of causality is that people who are satisfied with their
lives tend to find more satisfaction in their work. ( T. A. Judge and S. Watanabe, 1993 )
Herzberg's Two-Factor Theory, also known as the Motivation-
Hygiene Theory, is highly relevant for understanding job
satisfaction factors like pay and working conditions.

Hygiene Factors (Dissatisfiers) include elements like working

conditions and pay, which impact employee dissatisfaction.
Improving these factors may prevent dissatisfaction but may
not necessarily increase satisfaction.

Motivational Factors (Satisfiers) are related to the content of

the job itself, such as achievement and recognition. These
factors have a more significant impact on job satisfaction and
can lead to increased motivation and engagement.

In summary, while pay and working conditions are crucial for

preventing dissatisfaction, addressing motivational factors is
essential for enhancing overall job satisfaction and employee
engagement.
 PROMOTIONS
Promotions play a significant role in job satisfaction, with their impact
varying based on factors like the basis of promotion and the rewards
accompanying them. For instance, promotions based on seniority may not
yield as much satisfaction as those based on performance. Additionally, the
magnitude of accompanying rewards, such as salary raises, also influences
satisfaction levels. Executive promotions are often more fulfilling than
lower-level ones, particularly in environments where empowerment is
prioritized over traditional hierarchical advancement. ("Executives Heed
Employee Priorities,”HR Focus, 1999).

The value theory of job satisfaction complements this understanding by

suggesting that any aspect of the job that people value can contribute to
their satisfaction. When there's a disconnect between what employees
have and what they desire, especially for highly valued aspects of the job,
dissatisfaction can arise.

Satisfying workers effectively demands a thorough grasp of their diverse

preferences, presenting a hurdle for organizations aiming to fulfill employee
needs. To tackle this obstacle, numerous companies, including major
players like FedEx, utilize structured employee surveys to collect feedback
and pinpoint dissatisfaction triggers. By comprehending employee
preferences and applying tailored remedies, organizations can elevate
overall job satisfaction and cultivate an environment conducive to growth
and fulfillment.
SUPERVISION
Supervision plays a moderately significant role in job satisfaction. There are two main dimensions
of supervisory style that impact satisfaction: employee-centeredness and participation or
influence. Employee-centeredness refers to the degree to which a supervisor shows personal
interest and care for the employee, which often involves checking on their progress, offering
advice and assistance, and maintaining personal communication.

The other dimension, participation or influence, involves managers allowing employees to

participate in decisions that affect their jobs. This approach generally leads to higher job
satisfaction. Research by Katharine I. Miller et. al. 1986 indicates that a participative climate
established by the supervisor has a greater impact on satisfaction than mere involvement in
specific decisions.

In conclusion, effective supervision involves demonstrating care and interest in employees while
also fostering a participatory environment where employees have a say in decisions affecting
their work. This approach not only enhances job satisfaction but also contributes to employee
retention and overall organizational success.
Work Group
The dynamics of the work group or team play a crucial role in
shaping job satisfaction. Supportive and collaborative coworkers
contribute positively by offering assistance, guidance, and
comfort to individual employees. Tight-knit teams, particularly
those with high interdependence among members, tend to
promote higher levels of job satisfaction. While a positive work
group or effective team can enhance job enjoyment, it is not
essential for overall job satisfaction .

The characteristics and dynamics of the work group align closely

with the principles of the Social Information Processing Model, as
they shape individuals' perceptions and attitudes about their job
through social interactions and cues provided by others with
whom they interact. In this case, the new employee's initial
enthusiasm for the job diminishes as they receive negative
messages about the job from their coworkers during
conversations ( time of lunch ). This demonstrates how the
attitudes and perceptions of the work group can impact individual
job satisfaction.
Dispostional Model of Job Satisfaction
The dispositional model of job satisfaction suggests that job satisfaction is a
relatively stable characteristic that persists across different situations.
Research shows that individuals tend to consistently like or dislike their jobs
over long periods, regardless of changes in positions.

Genetic factors play a role in job satisfaction, with identical twins expressing
more similar levels of job satisfaction than fraternal twins or unrelated
individuals.

Genetic factors may influence job satisfaction indirectly through their impact
on personality traits like the Big Five dimensions and positive/negative
affectivity.

Positive affectivity (PA) and negative affectivity (NA) are personality traits that
represent individual differences in the tendency to experience positive and
negative emotions, respectively.

In the dispositional model of job satisfaction, positive affectivity refers to the

tendency to experience positive emotions such as enthusiasm, joy, and
excitement, while negative affectivity refers to the tendency to experience
negative emotions such as anxiety, anger, and sadness.

Positive affectivity tends to have a stronger effect on job satisfaction than

negative affectivity.
THE MEASUREMENT OF JOB SATISFACTION
There are two different measurement issues concerning job satisfaction.

Distinction between satisfaction with specific aspects of work (often called facet satisfaction) versus a measure of overall
satisfaction.
Use of questionnaires to measure satisfaction.

OVERALL VERSUS FACET SATISFACTION

Overall satisfaction refers to overall assessment of job satisfaction that results either from mathematically combining scores
based on satisfaction with specific important aspects of work or a single overall evaluative rating of the job whereas, Facet
satisfaction refers to, information related to specific facets or elements of job satisfaction.

Overall scores are useful for comparing different parts of an organization, while detailed facet information is better for
understanding what attracts new employees to the workplace.

Judge, Thoreson, and colleagues (2001) described a simple five-item scale that appears to work well as a measure of overall
satisfaction:
FACES SCALE
I feel fairly satisfied with my present job.
Most days I am enthusiastic about my work.
Each day at work seems like it will never end.
I find real enjoyment in my work.
I consider my job to be rather unpleasant.
SATISFACTION QUESTIONNAIRES
The Job Descriptive Index (JDI), developed by Smith, Kendall, and Hulin in 1969, is widely recognized as one of the most extensively
researched and well-documented tools for measuring job satisfaction. The JDI, extensively studied and documented (Kinicki et al.,
2002), evaluates satisfaction across five work domains: the job itself, supervision, coworkers, pay, and promotion. Additionally, it
features an 18-item scale, the Job in General (JIG), for overall satisfaction. A meta-analysis (Kinicki et al., 2002) verified the construct
validity and reliability of the JDI.

The JDI has drawbacks: it's lengthy (72 items) and lacks detail on
aspects like creativity and independence. Single-item measures
for each facet, as shown by Nagy (2002), might be as effective or
better, but lack details for intervention. Shorter versions (25 items
for JDI and 8 items for JIG) have been supported by other research
(Russell et al., 2004), potentially reducing time and cost for
surveys.

The MSQ is an alternative to the JDI, offering more detailed

aspects of work satisfaction with only five items per area. ( Weiss
et al. , 1967 ). It also provides scores for both extrinsic and intrinsic
satisfaction. Intrinsic satisfaction comes from job-related aspects
like responsibility, while extrinsic satisfaction arises from external
factors such as pay or benefits.

There is as much research data available for the MSQ as for the
JDI, so either one might be suitable for the assessment of specific
areas of satisfaction.
Consequences of Job Satisfaction
Job satisfaction can have significant consequences for both individuals and
organizations. However, the relationship between job satisfaction and outcomes is
complex and varies from weak to strong. The different outcomes of job satisfaction
include -

1. Job satisfaction and performance

Numerous studies confirm that happy employees are more productive. Recent
comprehensive research by (Tim Judge et.al., 2001) involving over 54,000
participants across 312 studies, revealed a strong correlation of .30 between job
satisfaction and performance. This connection is bolstered by research by (P. M.
Podsakoff and L. J. Williams, 1986) showing that satisfaction, especially when tied to
fair rewards, can enhance organizational effectiveness. Additionally, satisfaction,
measured as employee engagement, correlates with productivity, customer
satisfaction, and profitability (James K. Harter et. al., 2002). While job satisfaction isn't
the sole factor influencing performance, it's increasingly recognized as vital in
organizational behavior.
Consequences of Job Satisfaction
2. Job Satisfaction and Customer Satisfaction

In service-oriented industries, employees who regularly interact with customers play a crucial role in
ensuring positive customer experiences. Satisfied employees contribute to increased customer
satisfaction and loyalty. Some companies, like online retailer Zappos, prioritize employee satisfaction by
fostering a culture of creativity and empowerment, such as allowing employees to go above and beyond
to make customers happy (J. M. O’Brien, 2002). Conversely, organizations with low employee morale, like
the Transportation Security Administration (TSA) and US Airways, often experience challenges in
meeting customer expectations, leading to dissatisfaction among passengers (Frank, 2008).

3. Job Satisfaction and Ocb

It's reasonable to expect that job satisfaction influences an employee's willingness to exhibit
organizational citizenship behavior (S. B. MacKenzie, 2000). Satisfied employees are more inclined to
speak positively about their organization, assist colleagues, and exceed job expectations, likely due to a
desire to reciprocate positive experiences (B. J. Hoffman et.al., 2007). Research by (S. L. Blader and T. R.
Tyler, 2009) indicates a moderate correlation between job satisfaction and OCBs, with fairness
perceptions playing a significant role. Positive relationships with co-workers, certain personality traits,
and good mood all contribute to higher job satisfaction and increased engagement in OCBs.
 Consequences of Job Satisfaction
4. Job Satisfaction and Workplace Deviance
Job dissatisfaction and negative relationships with colleagues can lead to various undesirable behaviors in organizations, such as unionization
attempts, substance abuse, theft, excessive socializing, and tardiness. These behaviors indicate a broader issue known as workplace deviance or
counterproductive behavior. When employees dislike their work environment, they may respond in various ways, making it challenging to predict their
exact actions. Some may quit, while others may engage in activities like internet surfing or misuse of work supplies. Simply controlling individual
behaviors does not address the root cause of job dissatisfaction. Instead, employers should focus on addressing dissatisfaction itself to effectively
control undesirable consequences.

Research by Judge, Scott, & Ilies (2006) using an ESM (Experience Sampling Method) demonstrated a connection between job satisfaction and
counterproductive work behavior within individuals, suggesting that interpersonal mistreatment can lead to dissatisfaction.

Bolin & Heatherly (2001), have highlighted how dissatisfaction can trigger deviant or counterproductive behaviors, including theft, substance
abuse, and abuse of privileges.

Furthermore, job satisfaction seems to have a more significant impact on counterproductive work behavior (p = - .37) negative correlation than on
organizational citizenship behavior (p = .16) (Dalal, 2005). Therefore, employers must address the core issue of job dissatisfaction to effectively
tackle these problems.

5. Employee withdrawal: Voluntary Turnover and Absenteeism

Employee withdrawal refers to the actions taken by employees, such as chronic absenteeism and voluntary turnover (quitting one's job), to escape from
unfavorable organizational conditions.

For instance, A few years ago , Employees at a Safeway bakery in a small Oregon town were highly dissatisfied with their jobs.This dissatisfaction led to
frequent absences and high turnover rates among the bakery's 130 employees.The situation became costly, with accidents resulting in 1,740 lost workdays in
just one year.

The two major forms of employee withdrawal are :

Voluntary turnover
Absenteeism
 FORMS OF EMPLOYEE WITHDRAWAL

VOLUNTARY TURNOVER ABSENTEEISM

A form of employee withdrawal in The practice of staying away from the

which an individual resigns freely from job when scheduled to work.
his or her job.
Consequences of Job Satisfaction
VOLUNTARY TURNOVER
The most extreme form of employee withdrawal is quitting, formally ending the employee-employer relationship for good, what is referred to as
voluntary turnover.

When employees quit their jobs, the costs to their organizations can be substantial. The prominent among these are costs due to lost productivity
as well as the recruiting and training of replacements. These costs vary considerably for different jobs. According to Hackett & Guion, 1985;
Sagie, 1998). Job satisfaction has been proposed as the most intuitive attitudinal antecedent to withdrawal behaviors such as turnover and
absenteeism because it is individuals' natural behavioral response to stay away from or leave environments they dislike .

For example, the cost ranging from 30 to 50 percent of the annual base salary for unskilled, entry-level workers to 200 to 400 percent of the
annual base salary for specialists in information technology (IT)."

Beyond dollars and cents, companies also are concerned about the quality of their workforces when people leave. As Bill Gates, cofounder of
Microsoft, once said, “Take my 20 best people, and virtually overnight, Microsoft becomes a mediocre company."

There's a meta analysis conducted by Tett & Meyer in 1993 demonstrated corrected correlation of -27 between low job satisfaction
and high turnover rates

The relationship between job satisfaction change and turnover, was examined by Chen, Ployhart, Thomas, Anderson, and Bliese in (2011)
found that job satisfaction change accounts for the change in employees' turnover intentions. So, even if most people are generally satisfied
with their job, if someone's satisfaction decreases, they might start thinking about quitting.
Consequences of Job Satisfaction
WHY DO EMPLOYEES QUIT THEIR JOBS ?
Maertz & Campion (2004) addressed this question a few years ago by interviewing a sample of
employees who resigned from a variety of positions. Thei findings reveal that employees left for eight
key reasons.
In general, low levels of job satisfaction are
associated with high levels of turnover, but this
relationship is complex.

For example: When alternative job opportunities

exist, dissatisfied employees are more likely to
resign.

However, during economic downturns when

job options are scarce, voluntary turnover
becomes less feasible.

Simply being dissatisfied with a job doesn't

necessarily lead to quitting; many individuals
remain in disliked jobs.
THE HONEYMOON-HANGOVER EFFECT FOR VOLUNTARY TURNOVER

Some people who are dissatisfied with their jobs are inclined to resign and they seek new positions . This
tend to be happier in those position and they find satisfaction in their new positions for several reasons:

Individuals in new positions often feel the need to justify leaving their old jobs, leading them to
rationalize about the positive aspects of their new roles.

Additionally , satisfaction on new jobs is likely to be high because the people associated with them are
inclined to "put their best feet forward" by going out of their way to help their new colleagues feel
welcome.

The tendency for people to enjoy high levels of satisfaction on new jobs that they have taken in response
to dissatisfaction with their old jobs is known as honeymoon effect .

On the job, as in life, honeymoons only last for limited duration . Eventually, reality sets in and honeymoon
glow soon fades. Initial satisfaction with a new job is often based on limited and sometimes unrealistic
information. As time passes, individuals gain more realistic insights into their jobs, The tendency for
people's levels of satisfaction to drop over time from when a position is brand new to when one gains more
experience with it is known as hangover effect.
Continued….
A study conducted by Boswell, Boudreau, &
Tichy, 2005 on several thousand high-level
managers over five years demonstrated
that their job satisfaction levels followed the
pattern of the honeymoon-hangover effect,
showing that as people become dissatisfied
with their jobs, they take new ones.
Immediately thereafter, satisfaction
increases dramatically (the honeymoon
effect), but soon thereafter, it declines
(the hangover effect).
 THE UNFOLDING MODEL OF VOLUNTARY TURNOVER

A conceptualization that explains the cognitive processes

through which people make decisions about quitting or
staying on their jobs, Mitchell and Lee (2001)

According to this model, whether or not someone quits a

job is said to depend on the way two key factors unfold.
These are as follows:

Shock to the system : An attention-getting event that

gets employees to think about their jobs (e.g., merger
with another company)

Decision frames : A set of internalized rules and images

regarding how to interpret something that has occurred
(e.g., "based on what I know from the past, is there an
obvious response?")
The unfolding model of voluntary turnover recognises that four possible decisions paths can result:

In Decision Path 1, a shock to the system occurs that matches an existing decision frame.

For example, suppose your company loses a large account. This unusual occurrence constitutes a shock to your
system, leading you to think about what occurred and to assess what it means. If it has been your experience that
when accounts are lost, jobs are lost too, you may decide to quit (before the company decides it for you). This
doesn't take much consideration. Likewise, it's an easy decision for you if you reach the conclusion that lost accounts
don't really mean anything, so you decide to stay.

In Decision Path 2, a shock to the system occurs, but in this case it fails to match a decision frame, and there is no specific
job alternative.

For example, suppose a leveraged buyout occurs (i.e., your company was taken over by another). This comes as a
shock, but it's not exactly clear to you what it means. In such a case, you might assess how you feel about your
organization. If, upon further reflection, you decide you like it, you probably will stay, especially since there is no
alternative. If, however, this gets you to think about how awful the job is, you might decide to leave anyway, even
without another job to fall back on. In either case, it's not immediately obvious to you what to do because you lack a
decision frame, so you are forced to give the matter a lot of thought.
In Decision Path 3, a shock to the system occurs and it fails to match a decision frame, but here, there is a
specific job alternative available.

For example , Again, suppose there's a leveraged buyout, which comes as a shock, and you find it difficult to
interpret because it does not match any existing decision frames. However, in this case, because there's an
alternate job available, you compare your current job to this possible new one. If you think the future will be
better by staying, you will be likely to do so. However, if you are so dissatisfied with your current job that you
think the new one will be better, you will be inclined to leave. This, too, will be a difficult decision, although it's
made easier by the presence of an alternative.

Finally, in Decision Path 4, there is no shock to the system (e.g., no lost account and no leveraged buyout). As
a result, no decision frame is considered, leaving you unlikely to consider leaving in the first place. Under such
circumstances, if you're feeling dissatisfied, you may be inclined to quit if other conditions suggest that it's a good
idea. Otherwise, however, you probably would be unwilling to bother leaving, leading you to stay. In either case, it
may take a while for you to make the decision since no shock to the system has occurred to stimulate you into
thinking about things.

* The unfolding model is indeed intricate and multifaceted.Despite its complexity and being relatively new in the
field of organizational behavior, the unfolding model has received robust research backing. Therefore, it's seen as
a valuable approach for understanding how job satisfaction relates to turnover.
Consequences of Job Satisfaction
6. Job Performance and Absenteeism

Meta analysis by (Harrison et al., 2006) revealed a negative and moderate relationship between job satisfaction and
absenteeism, ranging from .21 to .23. However, various factors beyond job satisfaction influence absenteeism decisions,
such as the perceived importance of one's job. Dissatisfaction with the job is a major reason for absenteeism, with studies
showing a stronger link between low job satisfaction and absenteeism (N. J. Hiller, and R. J. Vance, 2008). For instance,
research by (Hardy, G. E., et.al., 2003) on British health-care workers found that declining job satisfaction correlated with
increased absenteeism over a two-year period. Job satisfaction's impact on absenteeism underscores its importance in
maintaining workforce engagement and operational stability.

7. Managers Often “Don’t Get It”

Despite the clear correlation between job satisfaction and organizational success, many managers fail to recognize its
significance. Research by (K. Holland, 2006) indicates that high employee morale positively impacts stock prices, yet a
considerable number of managers either disregard or misunderstand the level of job satisfaction among their workforce.
Surveys conducted regularly can bridge the gap between managerial perceptions and employee sentiments. For
instance, Jonathan McDaniel, a KFC restaurant manager, conducts quarterly surveys to gauge employee feedback and
has implemented changes based on their input, emphasizing the importance of giving employees a voice. While surveys
aren't a cure-all solution, they are a valuable tool for identifying areas for improvement in job satisfaction, which is crucial
for organizational performance (E.White, 2007).
CONCLUSION
In conclusion, job satisfaction is a multifaceted concept encompassing
affective, behavioral, and cognitive dimensions, influenced by various intrinsic
and extrinsic factors. Factors such as the nature of work, pay, promotions,
work environment, supervision, and individual traits significantly impact job
satisfaction. Understanding and addressing these factors are essential for
cultivating a positive work environment and promoting employee well-being.
Measurement techniques, including overall and facet satisfaction
assessments, aid in evaluating and improving job satisfaction levels. The
consequences of job satisfaction are far-reaching, affecting employee
performance, customer satisfaction, organizational citizenship behavior,
workplace deviance, absenteeism, and voluntary turnover. Recognizing the
interconnectedness of job satisfaction with these outcomes underscores the
importance of prioritizing employee satisfaction for organizational success
and employee retention.
 THANK YOU!
EFFORTS BY : MANDEEP KOUR PSY/21/18
PALVI VERMA PSY/21/28
TANVIR KOUR PSY/21/52