OrgPsych.txt

7 models of relationship between job performance and job satisfaction

• satisfaction and performance may be fairly stable entities
• -maybe we just don't have good ways of measuring sat and job perf

honeymoons & hangovers - changes in newcomer satisfaction over time

• affect as a mediator/moderator
• affect impacts performance, etc.
• collective affect imapcts team behavior, leadership

• suppose we took affect seriously as an IV
• -model of emotional labor
• --sources of role expectations
• --emotions expressed
• --outcomes of emotional labor

• emotional harmony
• emotional dissonance
• emotional deviance

• commitment is multidimensional
• -commitment has a core essence: senese of being bound to a course of action of relevance to a particular target.
• -can be accompanied by different mindsets that play role in shaping behavior.
• ---> mindsets:
• -affective (desire)
• -normative (obligation, reciprocity)
• -continuance (perceived costs)

multiple "targets" of commitment

• -commitment and well-being
• -committed employees --> less likely to leave, more likely to perform effectively and be good org citizens.
• -evidence that strong AC to org may have positive health benefits

-commitment as moderator of stressor/strain relationships - double-edged sword nature of commitment - strong commitment can activate coping, but can also make someone more vulnerable to psychological stress in the area of commitment.

3 components of SDT -- Competence, Autonomy, Relatedness

• hedonic well-being: more focused on short-term, may be similar to Herzberg's hygiene factors
• eudaimonic well-being: not always pleasurable, but longer-term fulfillment experience.

• expanding on PE fit and SDT
• tested model in which CAR mediates types of PE fit with AC and performance

• why would workers still identify with organizations? (think old/new economy - KL & F)
• -R thinks we want to have feelings of belongingness (think Leavitt)
• -focus on affective commitment
• -situated identification
• -deep structure identification
• -particularistic rewards
• -univeralistic rewards

• -commitment from behavioral perspective
• -dark side
• -shades of Aronson - cog dissonance

• normative
• culture, socialization

• components of OCB:
• -altruism
• -courtesy
• -sportsmanship
• -conscientiousness
• -civic virtue

behaviors that go beyond task performance, technical proficiency -- instead support org, social, psychological context that serves as critical catalyst for task to be accomplished.

• IMPT because:
• -relationship to individual performance
• -relationship to org effectiveness

• IMPT in future:
• -increased global competition
• -greater use of teams
• -downsizing initiatives
• -emphasis on cust service

• 4 research trends in OCB:
• --supervisors weighting of OCB for overall performance
• --personality predicts OCB better than task performance
• --OCB --> org effectiveness
• --OCB enhanced in orgs that set group goals, have high proced justice, leaders who provide supportive environment

results support LATENT model of OCB

• OCBs positively related to:
• -managers' ratings of employee performance
• -rewards allocated to employees
• -org effectiveness measures

• OCBs negatively related to:
• -employee turnover/intentions
• -employee absenteeism

• apply group norms literature to OCB
• -how OCB norms are established/maintained in work groups.

• descriptive norms
• injunctive norms
• subjective norms
• personal norms

-time individuals allocate to OCB may come at expense of task performance

-emphasizes idea of OCBs as double-edged sword - makes groups/orgs more effective, but may result in potentially negative consequences for individuals if the time spent on OCB comes at cost to task performance