Employees are engaged in ________ when they shape, mold, and redefine their jobs in a proactive way.
- job crafting
- job enrichment
- job enlargement
- perception testing
- satisfaction remodeling
Employees are engaged in job crafting when they shape, mold, and redefine their jobs in a proactive way.
Job Crafting: Proactively shaping and molding the characteristics contained within one’s job.
When the duties and responsibilities associated with a job are expanded by the employer to provide more variety, identity, and autonomy, it is termed as
- vertical integration.
- job enrichment.
- onboarding.
- job coaching.
- job crafting.
When the duties and responsibilities associated with a job are expanded by the employer to provide more variety, identity, and autonomy, it is termed as job enrichment. It increases the job satisfaction with the work itself.
Job Enrichment: When job duties and responsibilities are expanded to provide increased levels of core job characteristics.
The results of surveys of common work values can be broken down into several general categories. Those general categories include which of the following sets of items?
- promotions, altruism, and status
- equity and equality
- meaningfulness of work, responsibility for outcomes, and knowledge of results
- identity, autonomy, and feedback
- joy, pride, hope, and compassion
Common work values can be broken down into several general categories including promotions, altruism, and status.
Values: Things that people consciously or unconsciously want to seek or attain.
Workplace surveys suggest that satisfied employees are becoming
- more uncommon.
- more widespread.
- less expensive.
- less productive.
- more complacent.
Workplace surveys suggest that satisfied employees are becoming more and more rare.
________ is a positive emotional state resulting from the appraisal of one's job or job experiences.
- Job development
- Organizational endurance
- Organizational performance
- Job satisfaction
- Organizational growth
Job satisfaction is a pleasurable emotional state resulting from the appraisal of one's job or job experiences. In other words, it represents how you feel about your job and what you think about your job.
Job Satisfaction: A pleasurable emotional state resulting from the appraisal of one’s job or job experiences. It represents how a person feels and thinks about his or her job.
According to the value-percept theory, in which of the following scenarios would the employee be the most dissatisfied?
- Levente wants to work with people, so he took a job with a boat tour company. He didn't realize most of his hours would be spent alone doing paperwork.
- Laura wants to focus on scientific research. In her job for Lako Chemical, about half of her time involves research and the rest involves meetings.
- Sofia wants to work with numbers. As an accountant, she works with numbers for the majority of her time in the office.
- Lorenzo likes physical activity and taking risks. His job in a circus involves both of these elements, but he also spends time cleaning animal cages.
- Rokas likes helping people who are less fortunate, so he took a job as a social worker. Although he spends hours helping the poor, he dislikes his hour-long commute.
According to the value-percept theory, the bigger the difference between wants and haves, the greater the dissatisfaction. As a result, Levente is the most dissatisfied with his job because he wants to work with people but spends most of his time alone.
Value-Percept Theory: A theory that argues that job satisfaction depends on whether the employee perceives that his or her job supplies those things that he or she values.
You want a job that is creative and pays well, but you are also concerned with the work environment. Based on the concept of supervision satisfaction, which of the following jobs would you most likely take?
- The supervisor provides regular pay raises and seems unlikable.
- The supervisor provides little technical support and seems like a nice person.
- The supervisor allows several sick days and seems surly.
- The supervisor encourages innovative ideas and has a friendly attitude.
- The supervisor seems open to new ideas and has a cold personality.
According to the concept of supervision satisfaction, most employees ask two questions about their supervisors: (1) "Can they help me attain the things that I value?" and (2) "Are they generally likable?" The supervisor who encourages innovative ideas, an aspect of creativity, and has a friendly attitude will make that job the most desirable.
Supervision Satisfaction: Employees’ feelings about their boss, including his or her competency, communication, and personality.
Which of the following scenarios deals with satisfaction with the work itself?
- Ximena is happy with her job because she just became a department head.
- Piotr enjoys his job because he constantly faces new challenges.
- Lotte likes her job mainly because a coworker has become a close friend.
- Santiago enjoys his job because his boss is so easy to get along with.
- Krystyna is happy with her job because it's a fast-track to the top.
Piotr's work is challenging, which he enjoys. He therefore has satisfaction with the work itself.
Challenge Stressors: Stressors that tend to be appraised as opportunities for growth and achievement.
The JDI manual provides national norms for all facets and breaks down those norms according to relevant demographic groups.
The JDI manual also provides national norms for all facets and breaks down those norms according to relevant demographic groups (e.g., managers vs. nonmanagers, new vs. senior employees, gender, education).
Which of the following theories argues that job satisfaction depends on whether an employee perceives that his or her job supplies the things that he or she values?
- Maslow's theory
- job characteristics theory
- value-percept theory
- job withdrawal theory
- emotional contagion theory
Value-percept theory argues that job satisfaction depends on whether you perceive that your job supplies the things that you value. Big differences between wants and haves create a sense of dissatisfaction, especially when the value in question is important.
Value-Percept Theory: A theory that argues that job satisfaction depends on whether the employee perceives that his or her job supplies those things that he or she values.
The developers of the Job Descriptive Index (JDI) survey recommend that surveys in the organization should not be anonymous so that managers can identify which employees are not satisfied and address their specific needs.
JDI recommends that surveys be anonymous so that employees can be as honest as possible without worrying about being punished for any critical comments about the organization.
Needs: Groupings or clusters of outcomes viewed as having critical psychological or physiological consequences.
Nations that are above the poverty line are no happier than those below the poverty line.
Nations that are above the poverty line are happier than those below the poverty line.
Research reveals that job satisfaction is correlated strongly with citizenship behavior.
Job satisfaction also is correlated moderately with citizenship behavior. Satisfied employees engage in more frequent "extra mile" behaviors to help their coworkers and their organization.
Citizenship Behavior: Voluntary employee behaviors that contribute to organizational goals by improving the context in which work takes place.
Satisfied employees do a better job of fulfilling the duties described in their job descriptions.
Satisfied employees do a better job of fulfilling the duties described in their job descriptions, and evidence suggests that positive feelings foster creativity, improve problem solving and decision making, and enhance memory and recall of certain kinds of information.
Reality Shock: A mismatch of information that occurs when an employee finds that aspects of working at a company are not what the employee expected it to be.
Some employees do not want frequent promotions because promotions bring more responsibility and increased work hours.
Promotion satisfaction refers to employees' feelings about the company's promotion policies and their execution, including whether promotions are frequent, fair, and based on ability. Unlike pay, some employees may not want frequent promotions because promotions bring more responsibility and increased work hours.
Trust: The willingness to be vulnerable to an authority based on positive expectations about the authority’s actions and intentions.
The elements in employees' relationships with their supervisors that affect levels of job satisfaction are much different from the elements in employees' relationships with their coworkers that affect job satisfaction.
Employees ask the same kinds of questions about and consider the same elements in their relationships with their coworkers as they do their supervisors in determining job satisfaction.
Job Satisfaction: A pleasurable emotional state resulting from the appraisal of one’s job or job experiences. It represents how a person feels and thinks about his or her job.
The value-percept theory utilizes three critical psychological states to measure job satisfaction.
The value-percept theory utilizes five values to measure job satisfaction. Job characteristics theory incorporates three critical psychological states in measuring job satisfaction.
Job Satisfaction: A pleasurable emotional state resulting from the appraisal of one’s job or job experiences. It represents how a person feels and thinks about his or her job.
Research shows that employees with low job satisfaction experience strong positive feelings when they think about their duties or take part in their task activities.
Employees with high job satisfaction experience positive feelings when they think about their duties or take part in task activities. Employees with low job satisfaction experience negative feelings when they think about their duties or take part in their task activities.
According to the value-percept theory, the relation between dissatisfaction, value (importance), and value (want) is given by the following:
- Dissatisfaction = (V<sub>want</sub> - V<sub>perceive</sub>) × (V<sub>importance</sub>)
- Dissatisfaction = (V<sub>want</sub> - V<sub>have</sub>)/(V<sub>importance</sub>)
- Dissatisfaction = (V<sub>want</sub> - V<sub>have</sub>)^(V<sub>importance</sub>)
- Dissatisfaction = (V<sub>want</sub> - V<sub>have</sub>) × (V<sub>importance</sub>)
- Dissatisfaction = (V<sub>want</sub> - V<sub>perceive</sub>)/(V<sub>importance</sub>)
Big differences between wants and haves create a sense of dissatisfaction, especially when the value in question is important. This is represented by the equation given by Dissatisfaction = (V<sub>want</sub> - V<sub>have</sub>) × (V<sub>importance</sub>).
Value-Percept Theory: A theory that argues that job satisfaction depends on whether the employee perceives that his or her job supplies those things that he or she values.
Which of the following is True regarding value-percept theory?
- Value-percept theory describes the central characteristics of intrinsically satisfying jobs.
- Value-percept theory implies that perceptions of the work environment are unrelated to job satisfaction.
- Value-percept theory suggests that people evaluate job satisfaction according to specific "facets" of the job.
- Value-percept theory suggests that satisfied employees are becoming more and more rare.
- Value-percept theory implies that moral causes and gaining fame and prestige are relevant in all jobs.
Value-percept theory argues that job satisfaction depends on whether you perceive that your job supplies the things that you value. Value-percept theory also suggests that people evaluate job satisfaction according to specific "facets" of the job.