ch2contoutline - I A 1 2 3 4 5 6 7 8 9 10 a b c d e f II A...

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I. Job satisfaction (cont.) A. The effects of satisfied and dissatisfied employees on the workplace 1. The relationship between job satisfaction and job performance is very strong 2. Organizational citizenship behavior - discretionary behaviors that contribute to organizational effectiveness but are not part of an employee’s formal job description. 3. Satisfied employees might be more prone to go beyond the call of duty because they want to reciprocate their positive experiences 4. Satisfaction influences OCB, but through perceptions of fairness 5. A modest overall relationship exists between job satisfaction and OCB 6. Job satisfaction comes down to conceptions of fair outcomes, treatment, and procedures 7. Satisfied employees are more likely to be upbeat, friendly, and responsive less prone to turnover 8. Dissatisfied customers can increase an employee’s job dissatisfaction 9. We find a consistent negative relationship between satisfaction and absenteeism, but the correlation is moderate to weak 10. Satisfaction is also negatively related to turnover, but the correlation is stronger than what we found for absenteeism a. Evidence indicates that an important moderator of the satisfaction-turnover relationship is the employee’s level of performance b. Level of satisfaction is less important in predicting turnover for superior performers c. The organization typically makes considerable efforts to keep these people d. Regardless of level of satisfaction, the high performers are more likely to remain with the organization because the receipt of recognition, praise, and other rewards gives them more reasons for staying e. Job satisfaction predicts a lot of specific behaviors, including unionization attempts, substance abuse, stealing at work, undue socializing, and tardiness these behaviors are indicators of deviant behavior
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ch2contoutline - I A 1 2 3 4 5 6 7 8 9 10 a b c d e f II A...

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