attitudes at work Flashcards

1
Q

what is an attitude?

A

“Mental states, developed through experience, which
are always ready to exert an active influence on an
individual’s response to any conditions or
circumstances to which the person has been directed”
Allport (1935)

“A predisposition to feel, think and act towards some
object, person or event in a more or less favourable or
unfavourable way” Richardson (1977)

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2
Q

explain what attitudes concern

A

Can concern anything that we like or dislike e.g.
work, objects, and people
* Attitudes differ in valence (+ or -) and strength
* Represent the “truth” as we see it
* May not be consistent with behaviour, e.g. I may hate my
job but gain status from it and thus I do not leave… or may
need the income
* Assessing attitudes is very common in work organisations
(Schneider et al., 1996), universities, from customers

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3
Q

Components of Attitudes (Breckler, 1984)

A

Affective component
How a person feels about a target/object/concept, e.g. job

Cognitive component
What a person thinks about a
target/object/concept, e.g. job

Behavioural component
How a person is predisposed to
acttowards a target/object/
concept, e.g. job

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4
Q

name some Influences on Attitude Formation

A

Personality: Consistent ways of feeling, thinking & behaving

Values: Intrinsic work values, Extrinsic work values

Social influence: Co-workers, Groups, Culture

Work situation: The work itself, Co-workers,
supervisors and subordinates, Physical working conditions, Working hours, pay
and job security

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5
Q

Why Do Work Attitudes Matter?

A

Because they may affect:
* Whether a person seeks a new job
* How co-operative they are with others at work
* Whether they present a positive image
* How they react to change
* How hard they work (motivation)
* Their psychological or physical health

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6
Q

how do you Measure Attitudes?

A

Almost always self-report
* Likert scale – from agreement to disagreement
* A range of items, some reverse coded
* Potential problem – socially desirable responding,
e.g. sensitive topics, power dynamics

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7
Q

Define Job Satisfaction

A

“A pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences”
(Locke, 1976)

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8
Q

Components of job satisfaction

A

Components: pay and benefits, co-workers,
supervision, the work itself, career opportunities, job security, working conditions.

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8
Q

what is the assumption if happy employees?

A

Happy employees are productive employees

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9
Q

Factors Influencing Job Satisfaction

A

Distributive/ Procedural Justice
Personality & Individual Differences
Job Characteristics
Leadership

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10
Q

what us distributive justice?

A

“…distributive justice refers to the perceived fairness of the amounts of compensation employees receive; procedural justice refers to the perceived fairness of the means used
to determine those amounts” (Folger & Konovsky, 1989).

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11
Q

Hackman and Oldham’s Job Characteristics Model

A

the model believes that the nature of the task is what effect employee motivation

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12
Q

what are the 5 characteristics that can predict job satisfaction from Hackman and Oldham

A

skill variety, task identity, task significance, autonomy, feedback

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13
Q

Skill variety in Hackman and Oldham

A

it is how many different skills and talents the job requires eg is it repetitive or different

The more skill variety a job has the greater job satisfaction will be and thus motivation

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14
Q

Job Feedback in Hackman and Oldham

A

is when the employee is told when doing well or not and there is constructive criticism

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14
Q

Task significance in Hackman and Oldham

A

Is the job or task meaningful

if theres low task significance this could be demotivating if theres high task significance this could be motivating

15
Q

Task identity in Hackman and Oldham

A

it looks at whether there is a clearly defined start middle and end of task, does he or she know what they’re doing or know when the task is finished to a good standard

16
Q

Autonomy in Hackman and Oldham

A

is about how much freedom they have in work and how much independance in decision making of task at hand

17
Q

what is Organisational Commitment?

A

“The relative strength of an employee’s
identification with and involvement in an
organisation” (Mowday et al., 1979)

18
Q

what are key features of organisational commitment

A

Desire to stay

Believe in and accept organisation’s goals

Willing to exert effort on behalf of organisation

19
Q

Three forms of commitment
(Allen & Meyer, 1990, JOP)

A

Affective: personal emotional attachment to organisation
(liking)

Continuance: costs and risks of leaving (personal sacrifice & investment and lack of alternatives)

Normative: moral dimension, felt obligation and responsibility to the employer (loyalty)

Each form has different antecedents
* Multiple commitments can be experienced
e.g. for a team, location, department etc

20
Q

what are some empirical findings of organisational commitment?

A

High affective OC linked to high performance (especially linked to being ‘good organisational citizens’ / ‘extra mile’ / ‘voluntary helping’)

High continuance OC sometimes linked to low performance (staying because you don’t have a choice?)

Commitment to manager linked to performance

Commitment to organisation linked to turnover

21
Q

how to develop commitment

A

Challenge and autonomy more than pay and
reward (affective & normative)

Perception of investment in the organisation
(continuance – perception that current
organisation is now better than alternatives?)

Organisational values: fairness, courtesy,
openness, initiative

22
Q

Critical evaluation of Job attitude – work behaviours link

A
  • Moderate (to strong) relations
  • Social pressure not to reveal attitudes
  • Lack of opportunity and/ ability
  • Issues around causality (& 3rd variables), many factor
    that influence
  • Few longitudinal studies
23
Q

Job Satisfaction and Org Commitment -
Conclusion:

A

Both impact people’s decisions to stay in or leave jobs and
organisations
* Both have implications for people’s general well-being
* Both associated with motivation
* Both link to job performance
* Remember: there are many other factors impacting on
these outcomes!