Attitudes and Motivation

Question 1

Attitudes

Answer 1

Attitudes are a predisposition to perceive and evaluate things in a certain way and behave or intend to behave towards them in relatively enduring ways (affective, cognitive and behavioural components).

Question 2

Function of Attitudes

Answer 2

Attitudes represent our views, influence how we process information and guide our behaviour.

Question 3

Satisfaction

Answer 3

A positive emotional state resulting from the appraisal of a job or experience. Satisfied employees lead to better overall organisational performance.

Question 4

Work Ethic

Answer 4

Placing value on working and having a job.

Question 5

Career Commitment

Answer 5

Commitment to developing self or career.

Question 6

Organisational Commitment

Answer 6

Affective commitment - liking the organisation
Normative commitment - sense of loyalty or duty to organisation
Continuance commitment - costs of leaving are too high

Question 7

Job Involvement

Answer 7

Psychological identification with the nature of job and the sector.

Question 8

Organisational Citizenship

Answer 8

Employees contribute to the organisational effectiveness beyond what is formally required.

Question 9

Psychological Contract

Answer 9

Reflects a belief in the implied reciprocal obligations between the employee and the organisation.

Question 10

Motivation

Answer 10

Social-psychological forces that determine people’s choices, efforts and persistence. Extrinsic (external) or intrinsic (internal) motivations.

Question 11

Maslow’s Hierarchy of Needs

Answer 11

Physiological needs (food, water, oxygen)
Safety needs (shelter, clothing)
Belonging needs (love, affiliation)
Esteem needs (feeling good about self)
Actualisation (realising full potential)

Question 12

ERG Theory

Answer 12

Existence (food, water, safety, shelter)
Relatedness (interpersonal relationships and communication)
Growth (self-development and productivity)

Question 13

Acquired Needs

Answer 13

Achievement (desire to do better and solve complex tasks)
Affiliation (desire to establish and maintain warm relationships)
Power (desire to control or take care of others)

Question 14

Expectancy Theory

Answer 14

How workers make choices about various behaviours.
Valence - the reward is valued
Expectancy - how much effort is involved in performing the behaviour
Instrumentality - belief that the behaviour will lead to the valued outcome.

Question 15

Equity Theory

Answer 15

Evaluate the output to input ratio and compare this to the O/I ratio of referents in similar jobs or other organisations. Outputs (rewards) must match inputs (tasks) otherwise the person perceives inequity which can reduce job performance.

Question 16

Organisational Justice Theory

Answer 16

Extension of Equity Theory. Not just an output to input ratio, but how rewards are distributed within the organisation.
Distributive Justice - perceived fairness of rewards
Procedural Justice - perceived fairness of organisational policies and procedures.