Important Outcomes

Important Outcomes - Turnover should be managed as a...

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Important Outcomes Attitudes: in the middle in terms of difficulty to measure o Satisfaction (general): Person’s overall evaluations of his job experience o Satisfaction (facet): Individual evaluations of specific aspects of the job experience (ex. Coworkers, pay, etc.) o Typical causes of job satisfaction: Challenging work Equitable pay Promotion opportunities Good coworkers Good supervision Job security, benefits Organizational financial stability o Organizational commitment: Affective: employee’s emotional attachment to org. Continuance: calculative attachment (motivated to stay b/c leaving would be too costly) Building an affective commitment: justice, shared values, trust, transparency, employee involvement Participation: easiest to measure o Turnover, absenteeism, tardiness o Turnover and performance: organizations want to minimize turnover (but not too much, need to get rid of poor employees, bring in new ideas) Average turnover about 10-15%
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Unformatted text preview: Turnover should be managed as a resource • Performance: hardest to measure o Task performance o Learning/ innovation o Citizenship behaviors o Customer service o Counter-productive behaviors o A function of situational factors (structure, luck), personal factors (needs, wants) Need high levels of both • Relationships: o Good attitudes lead to good participation (Exit, Voice, Loyalty, Neglect; if dissatisfied w/ job) o Good attitudes may or may not lead to good performance For some employees, some attitudes, and some kinds of performance this is true What if employees are too satisfied?: no motivation o Good participation leads to good performance o Good performance can lead to positive or negative attitudes: Depends on rewards and if they are valued o The virtuous cycle: Participation leads to High performance, if positive rewards are provided employees have goo attitudes, which lead to good participation...
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Important Outcomes - Turnover should be managed as a...

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