JOB SATISFACTION AND

COMMITMENT
Job satisfaction
the attitude an employee has
towards their jobs.

Organizational Commitment
the extent to which an
employee identifies and
involved with an organization.
CAUSES EMPLOYEES TO BE
SATISFIED AND COMMITTED
TO THEIR JOBS
Three motivational facets
(Meyer & Allen 1997)
Affective Commitment
Continuance Commitment
Normative Commitment
Types of Commitments

Affective Commitment

3 types of
commitments

Continuance Normative
Commitment Commitment
 (A) Affective Commitments
• Extent to which an employee wants to remain with the organization an
is willing to exert effort on it’s behalf.

(B) Continuance Commitment

• Willingness to remain in an organization because of the investment that
the employee has with “ nontransferable” investment.

* Employees who share continuance commitment with their employer

often make it very difficult for an employee to leave the organization.

(C) Normative commitments

• Commitment of people believes that they have to stay in the
organization or their feeling of obligation to their workplace.
WHAT INDIVIDUAL DIFFERENCES
AFFECT JOB SATISFACTION?
Individual difference theory
 Suggests that some factors in job satisfaction is
due to an individual’s personal tendency across
situations to enjoy what she does.
 Are Employees’ Job Expectations Being Met?

 Discrepancy theory
 Wanous, Poland, Premack & Davis (1992) Concluded
that when an employee’s expectations are not met,
the results are lower job satisfaction, decreased
organizational commitment and an increased intent
to leave the organization.
 Is the employee a good fit with the job and the
organization?
 5 aspects of fit:
Vocation, Job, Organization, Coworkers, Supervisor &
Need/Supplies
 Are Coworkers Outwardly Unhappy?

Social information processing theory, also

called social learning theory, postulates that
employees observe the levels of motivation
and satisfaction of other employees and then
model those levels
 ARE REWARDS AND RESOURCES
GIVEN EQUITABLY?
 Equity theory
 Based on the premise that our levels of job
satisfaction and motivation are related to how
fairly we believe we are treated in comparison
with others.
 Reasons why equity is difficult:
1. Practicality
+ Salary, hours worked and benefits
- How fan an employee lives from work, number
of friends an employee makes on the job.
2. Employee’s perception of inputs and outputs
 IS THERE A CHANCE FOR
GROWTH AND CHALLENGE?
Self-actualization
 1. Job Rotation - the employee is given the
same number of tasks to do at one time,but
the tasks change from time to time.
 2. Job Enlargement - an employee is given
more tasks to do at one time.
 3. Job Enrichment - the employee assumes
more responsibility over the tasks.
MEASURING JOB SATISFACTION
AND COMMITMENT
 Commonly Used Standard
Inventories
1.Measures of Job Satisfaction
-Faces Scale
-Job Descriptive Index(JDI)
-Minnesota Satisfaction
Questionnaire(MSQ)
-Job in General(JIG)
Measures of Organizational Commitment
1. Organizational Commitment Questionnaire

To measure 3 commitment factors:

(i) acceptance of the organization value and goals.

(ii) willingness to work and to help the organization.
(iii) desire to remain with the organization.

2. Organizational Commitment scale (OCS)

To measure 3 aspects of commitment:

(i) identification
(ii) exchange
(iii) affiliation
Most commonly used measure of organizational commitment is that
developed by Allen and Myer (1990) which is based on 3 factors of
affective, continuance and normative commitments. Example questions
as follow :
 CONSEQUENCES OF
DISSATISFACTION AND OTHER
NEGATIVE WORK ATTITUDES
 Absenteeism
Attendance can increase through:

 Financial Incentives
 Time Off

 Recognition Programs
 Absenteeism

Consequences of
Lack of organizational
citizenship behaviors
organizational
commitment
Turnover

Counterproductive
behaviors
 Turnover
 Employees typically leave their jobs for one of
five reasons:
1. Unavoidable Reasons
2. Advancement
3. Unmet Needs
4. Escape
5. Unmet Expectations

 Counterproductive behaviors
 Lack of Organizational Citizenship
Behaviors
 Counterproductive behaviour
• Employers not limited to unhappy employees provide ways to “get back”
at the organization.

• Eg : playing negative politics , theft, sabotage, workplace violence ,

harassment and bullying.

Lack of organizational citizenship behaviors

• Employees who engage in OCBs are motivated to help the organizations

and their coworkers by doing the “ little things” that they are not required
to do.

• Eg : mentoring new employee, staying late to get a project done, helping

a coworker who is behind in her job.
 Changes in
job
structure

Increasing Job
Changes in Satisfaction & Benefit
pay
structure
Organization programs
Commitment

Flexible
work
schedules
 Changes in job structure

 Job rotation – moving workers from one specialized job to

another.
 Job enlargement – the practice of allowing worker to take on
additional , varied task in effort to make them feel that they
are more valuable members of the organization.
 Job enrichment – raising the responsibility associated with a
particular job by allowing workers a greater voice in the
planning , execution and evaluation of their own activities.
 Changes in pay structure

 Skill-based pay – paying employees an hourly rate

based on their knowledge and skills.
 Merit pay – a plan in which the amount of
compensation is directly a function of a employee’s
performances.
 Gainsharing – make pay contingent on effective
group performance.
 Profit sharing – all employees receive a small share
of the organization’s profits.
 Flexible work schedule

 Compressed work weeks – the number of

workdays is decrease while the number of hours
worked per day is increased.

 Flextime – a scheduling system whereby a

worker is committed to a specified number of
hours per week but has some flexibility
concerning the starting and ending times of any
particular workday.
 Benefit program

Flexible working hours

Variety of health care option
Different retirement plans
Career development programs
Health promotion programs
Employee-sponsor childcare
 Positive Employee Attitudes &
Behaviors

 Organizational Citizenship Behaviors

- consists of efforts by organizational
members that advance or promote the work
organization , its image , and its goals.
 Positive affect and employee well-being - the
role of positive emotions , or positive affect , in
influencing employee attitudes , such as job
satisfaction and fostering positive employee
behaviors.
 Conclusion
 Employee’s commitment plays a vital role in
organization. This means that with a committed
employees, it will help an organization to boost up
its performances as well as the productivity which
can leads to a success in this society.
 Hence, commitment is a fundamental requirement
and quality for employees in order to be a part of an
organization and optimize the organization
performance.
THANK YOU