MGHB02H3 Chapter Notes - Chapter 4.4: Job Satisfaction, Absenteeism
4.4 Explain the relationship between job satisfaction and absenteeism, turnover, performance,
organizational citizenship behaviour, and customer satisfaction
Absenteeism: people ot shoig up to ork; sik pay, lost produtiity to the opay, ad the
need for overstaffing to compensate for absences
• Less satisfied = more absences
• Related to satisfaction with the kind of work; overall link between absenteeism and satisfaction
is weak due to mitigating factors
o Some absences are unavoidable and necessary, happening to satisfied workers (illness,
weather, child-care)
o Attendance control policies that have a stronger control on satisfaction (no pay for
absent days, fired after too many absences)
o Asee ulture i the orgaizatio a hae a stroger effet o the dissatisfied
eployee’s deisio to e aset or ot
Turnover: costs incurred by organizations to rehire/retrain new personnel (money, but also work-group
disruption and the informally acquired skills)
• Less satisfied = higher rate of turnover; relationship is moderately strong
• Sometimes satisfied people quit their jobs too
o Shocks: divorce, pregnancy, sudden job offer
o Dissatisfaction can be offset with commitment to the orgaizatio’s alues
o High ioleet i the surroudig ouity ad they do’t at to reloate
o Weak job market
• People experience a honeymoon phase in new jobs after an unsatisfactory one (bad facets of
e jo are ot ko yet); hagoer effet he ad faets are realized
Performance: higher satisfaction means higher performance levels
• Factors to increase satisfaction will affect performance at varying degrees
o Effective: content of the work (challenging jobs will lead to higher performance)
o Satisfaction can increase performance, but performance can also increase satisfaction
▪ Employees are usually under rewarded so likely that satisfaction leads to
performance
Organizational citizenship behaviour (OCB): voluntary, self-initiated contributions (not in job
description) that improve organizational effectiveness
• Usually undetected by formal evaluations and not rewarded; OCB is increased by satisfaction
• Examples: helping behaviour, conscientiousness to details of work (coming in on snowy days,
not wasting organization resources), courtesy and cooperation
• Fairness plays a role: procedural and interactional is important
• Mode to work: happy people will be helpful, reduced turnover
Customer Satisfaction and Profit: satisfaction influences client satisfaction and thus profitability
• Reduced absenteeism and turnover means jobs are done better
• Increased OCB encourages teamwork and smooth operations
• Good moods spread to clients
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Document Summary
4. 4 explain the relationship between job satisfaction and absenteeism, turnover, performance, organizational citizenship behaviour, and customer satisfaction. Absenteeism: people (cid:374)ot sho(cid:449)i(cid:374)g up to (cid:449)ork; (cid:862)si(cid:272)k pay(cid:863), lost produ(cid:272)ti(cid:448)ity to the (cid:272)o(cid:373)pa(cid:374)y, a(cid:374)d the need for overstaffing to compensate for absences. Turnover: costs incurred by organizations to rehire/retrain new personnel (money, but also work-group disruption and the informally acquired skills) Customer satisfaction and profit: satisfaction influences client satisfaction and thus profitability: reduced absenteeism and turnover means jobs are done better, good moods spread to clients.
