on machine-paced jobs, for instance, will be much more influenced by the speed of
the machine than by his or her level of satisfaction.
The evidence also shows that the satisfaction-productivity correlation is stronger for
higher-level employees. Thus, we might expect the relationship to be more relevant for
individuals in professional, supervisory, and managerial positions.
There is another complication in the satisfaction-productivity link. Some studies
have found that productivity leads to satisfaction rather than the other way around.^60 In
other words, an employee who does a good job feels good about it. Additionally, assum-
ing that the organization rewards productivity, higher productivity should increase ver-
bal recognition, pay level, and probabilities for promotion. These rewards, in turn,
increase the employee’s level of satisfaction with the job.
Some recent research has also looked at the idea of perceived organizational
supportand its effect on performance, absenteeism, job stress, and turnover.^61 Perceived
organizational support reflects the degree to which employees believe that the organi-
zation values their contribution and cares about their well-being. An employee who
believes the employer is supportive tends to perform better and feel a much stronger com-
mitment to the organization.
Our Point/Counterpointdiscussion on page 93 investigates the debate over whether job
satisfaction is created by the situation or by an individual’s characteristics.Job Satisfaction and Organizational Productivity
The link between job satisfaction and productivity is much stronger when we look not
at individuals, but at the organization as a whole.^62 When satisfaction and productivity
data are gathered for the organization as a whole, rather than at the individual level, we
find that organizations with more-satisfied employees tend to be more effective than
organizations with less-satisfied employees.Job Satisfaction and Organizational Citizenship Behaviour
In Chapter 1, we defined organizational citizenship behaviour (OCB)as discre-
tionary behaviour that is not part of an employee’s formal job requirements and is not
usually rewarded, but that nevertheless promotes the effective functioning of the organ-
ization.^63 Individuals who are high in OCB will go beyond their usual job duties, pro-
viding performance that is beyond expectations. Examples of such behaviour include
helping colleagues with their workloads, taking only limited breaks, and alerting others
to work-related problems.^64 More recently OCB has been associated with the following
workplace behaviours: “altruism, conscientiousness, loyalty, civic virtue, voice, func-
tional participation, sportsmanship, courtesy, and advocacy participation.”^65
Organizational citizenship is important, as it can help the organization function more
efficiently and more effectively.^66 Recent work by York University professors Sabrina
Salamon and Yuval Deutsch suggest that OCB may be a way for individuals to signal to
managers and co-workers abilities that might not be immediately observable.^67
It seems logical to assume that job satisfaction should be a major determinant of
an employee’s OCB.^68 Satisfied employees would seem more likely to talk positively
about an organization, help others, and go beyond the normal expectations in their
jobs.^69 Moreover, satisfied employees might be more prone to go beyond the call of
duty because they want to reciprocate their positive experiences. Consistent with this
thinking, early discussions of OCB assumed that it was closely linked with satisfac-
tion.^70 Some evidence, however, suggests that satisfaction does influence OCB, but
through perceptions of fairness.^71
There is, then, a modest overall relationship between job satisfaction and OCB.^72
But job satisfaction is unrelated to OCB when fairness is considered.^73 What does this
mean? Basically, job satisfaction comes down to a belief that there are fair outcomes, treat-
ment, and procedures in the workplace.^74 If you do not feel that your manager, the86 Part 1 Understanding the Workplace
perceived organizational support
The degree to which employees believe
that the employer values their contribu-
tion to the organization and cares
about employee well-being.
organizational citizenship
behaviour (OCB) Discretionary
behaviour that is not part of an
employee’s formal job requirements,
but that nevertheless promotes
the effective functioning of the
organization.