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Organizational Psychology A ScientistPractitioner Approach…
Organizational Justice People’s perceptions of fairness in organizations Three primary forms Distributive Procedural Interactional Related to job attitudes, task performance, contextual performance, and CWB * * Establishes a link between personal evaluation of their work organization and their feelings of satisfaction and commitment toward that organization. Also discusses additional work beliefs of perceived organizational support, organizational identification, and job embeddedness Organizational Psychology: A Scientist-Practitioner Approach Jex, S. M., Britt, T. W. (2014) Prepared by: Christopher J. L. Cunningham, PhD University of Tennessee at Chattanooga Kelsey-Jo Ritter Bowling Green State University Kristen S. Jennings Clemson University * Chapter 8: Beliefs and Attitudes About Work and the Organization * Job Satisfaction An overall evaluation of a job, including components that are: Affective Behavioral Cognitive * Measurement of Job Satisfaction Critical issue given the widespread interest in this topic As with all measures, validity is important With job satisfaction measures, construct validity is especially important Convergent versus discriminant forms Nomological networks * Common Measures Faces Scale (Figure 8.2) Job Descriptive Index (Table 8.1 and Comment 8.2) Minnesota Satisfaction Questionnaire (Table 8.2) Michigan Organizational Assessment Questionnaire Job Satisfaction Survey (Table 8.3) * Predictors of Job Satisfaction Three main approaches: Job characteristics Social information processing Personal dispositions Some combination of these factors is likely the root cause * Job Satisfaction Across Cultures New area of investigation, influenced by differences in cultural values (Hofstede) Individualism/collectivism Masculinity Power distance Uncertainty avoidance Across cultures there may be differences in employee wants, but also social information processing and actual job conditions * Outcomes of Job Satisfaction Attitudinal variable
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