Insurance Agent Turnover

Please answer all questions in this exam. Answers to the multiple choice questions need to be filled in on the scantron sheets (remember to use pencil to fill in the circles) and also circled on the exam itself. Answers to the short answer questions should go in the exam booklet provided. All three components (scantron sheets, exam booklets, paper copy of exam) should be turned in at the conclusion of the exam.

Buchanan, A. H. (2001). Organizational Behaviour:An Introductory Text (4 ed.). (F. T. Hall, Ed.) Pearson Education.

Robbins, S. P., & Judge, T. A. (2015). Organizational behavior (16th ed.). Upper Saddle River, NJ: Prentice Hall. (Note: Refer to Chapter 3)

Kreitner, R., & Kinicki, A. (2013). Organizational behavior (10th ed.). New York, NY: McGraw-Hill/Irwin. Retrieved from

John Molson School of Business Department of Management Comm 222: Organizational Behaviour and Theory Winter 2013 General  Information   Comm  222   Section   E   Class  times:  Monday  &  Wednesday  8:45  –  10:00   Class  location:  MB  3.430   Credits:  3     Instructor:  

The Value Percept Theory argues that job satisfaction depends on whether a job supplies the things an individual value most. Overall satisfactions derive form combined levels of satisfaction from various elements of an individual’s job, whether it’s: pay, promotion, supervision, coworkers, or the work itself. Job satisfaction is based on cognitive and affective components, which is evaluated by what an individual thinks about the job, and how they feel. Cognition evaluation is based on experiences, weighing different aspects of a job; as affect is a reaction of the job, which can fluctuate based on moods and emotions. Level of dissatisfaction is measured by the difference between what one has and what one wants, and the level of importance of that facet to the individual. Statistics have proven, that supplying individuals with what they value, will increase the chance of better performance, which has a high correlation with an individual’s affective commitment with the organization.

Over the course of this semester, Organizational Behavior has highlighted numerous topics, which concentrated on

Colquitt, J., Lepine, J., & Wesson, M. (2013). Organizational behavior: Improving performance and commitment in the workpla

Robbins, S. P., & Judge, T. A. (2011). Organizational Behavior (14th Edition). Boston, MA: Prentice Hall.

References:Huczynski, A. A. and Buchanan, D. A. (2007) Organizational behaviour: An introductory text. 6th ed., Harlow: Financial Times Prentice Hall.

Colquitt, J. et al (2011). Organizational Behavior: Improving Performance and Commitment in the Workplace (2 ed.). New York, NY: McGraw-Hill.

Job satisfaction is the positive feeling about a job in evaluating characteristics, interactions, and dynamics (Robbins & Judge, 2009, p. 79). Conversely, job dissatisfaction occurs when employees have a negative feeling about a job whether it is a dislike for the organizational culture or a job-personality mismatch. Warning signs of job dissatisfaction are negative employee behaviors such as decrease productivity, increase absenteeism, and increase turnover (Stretch, 2009a, s.16). These factors coupled with withdrawn employees, reward misallocation, and poor employee attitudes can increase costs for firms (Podsakoff, Whiting, Podsakoff, & Blume, 2009, p. 123). Moreover, job-personality mismatches can lead to employee dissatisfaction and higher turnover, and high customer dissatisfaction can cause employee dissatisfaction (Robbins & Judge, 2009, pp. 83).

(Source: Wood, J. Zeffane, R. Fromholtz, M. Wiesner, Morrison, R. & Seet, P 2013, Organisational Behaviour: Core Concepts and Applications, 3rd Australasian Edition Wiley, Brisbane; pp. 75)

Attitudes and job satisfaction can have a major impact on whether or not one will have a smooth or bumpy working experience at their company. Attitudes come up everywhere, they are either “favorable or unfavorable” (Robbins and Judge, Page 35). There are many different types of components regarding attitudes which are cognitive, affective and behavioral. Cognitive is and evaluation of how the situation or person is, affective is the feeling toward the situation or person and behavioral is the action one plans to take into gear. One of the major job attitudes is job satisfaction. Job satisfaction “describes a positive feeling about a job, resulting from an evaluation of its characteristics” (Robbins and Judge, Page 37). There are a number of factors that go into examining job satisfaction whether is pay, work itself or one’s supervisor, all of these factors play a pivotal role in measuring an employee’s satisfaction at the company. Not every employee will experience high job satisfaction, in fact employees are more likely to encounter a job where they are dissatisfied. It is extremely important that we measure job satisfaction carefully because it is easy for an employee to seem content with their current position but actually feels dissatisfied. Measuring attitudes and job satisfaction is remarkably critical because it can effect overall production in a company. If there is an unhappy employee, more times than not it will result into customer being dissatisfied with the

Based on the fulfilment an individual contains towards their work is job satisfaction. The productivity could either be positive or negative while the relationship between the productivity and satisfaction may not be consistent. There are multiple internal and external factors of job satisfaction that can impact the behavior of an employee and engagement over time. The way the worker’s attitude concerning their field effects the performance they perform on a daily basis. One who is satisfied with the job they maintain, succeed at what they do. “It is therefore imperative for a company to understand the attitude of its workers and measure the job satisfaction of its employees, as job satisfaction is essential for productivity” (L. Bradshaw