Attitudes, values, and perceptions

Question 1

Types of Attitudes

Answer 1

1. Cognitive- beliefs and opinions
2. Affective- feelings, sentiment, moods, and emotions
3. Behavioral- intention to act a certain way

Question 2

1. Job Satisfaction

Answer 2

-A person’s evaluation of his or her job and work context “I am satisfied with my job.
Determinants.
* Work environment ( the work itself, coworkers, supervision, interdependence),
* Individual differences (core self-evaluation, affect)
* pay advancement opportunities but not necessarily pay

Question 3

Job involvement and engagement

Answer 3

1. The degree to which an employee identifies with there job, actively participates in it, and considers performance important to self-worth
2. an individual’s involvement with, satisfaction with, and enthusiasm for the work s/he does

Question 4

Perceived organizational support

Answer 4

-The degree to which employees believe the organization values their contributions and cares about their well-being

-Supported by fair rewards, feeling heard and like you have influence, supportive leaders/supervisors

Question 5

4. Organizational commitment

Answer 5

The degree to which an employee identifies with a particular organization and its goals, wishing to maintain membership within the organization

Question 6

Affective commitment

Answer 6

“I want to stay here” someone who loves animals wants to work at PetSmart

Question 7

Normative commitment

Answer 7

“I should stay here” (e.g., leading projects)

Question 8

Continuance commitment

Answer 8

“I need to stay here” (e.g., paycheck)

Question 9

Values

Answer 9

“contain a judgement element because they carry an individual’s ideas about what is right, good, or desirable”.

Question 10

Task Performance

Answer 10

Behaviours that support organizational objectives can be individual or team

Question 11

Organizational Citizenship behaviours:

Answer 11

-Discretionary behaviour that is not part of an employee’s formal job requirements but that contributes to the effective functioning of an organization

Question 12

Counterproductive Work Behaviours

Answer 12

-Behaviours that have the potential to directly or indirectly harm the organization (production, property, political, personal aggression)

Question 13

Recruitment:

Answer 13

• Organizational efforts to attract and hire new employees
• Recruitment and selection are critical components of Human resource systems

Question 14

Turnover

Answer 14

• The rate at which employees leave a workplace and are replaced

Question 15

Absenteeism

Answer 15

-A pattern of behaviour in which an employee habitually misses work, unexcused lack of attendance

Question 16

Presenteeism

Answer 16

-An issue in which workers are on the job, but because of physical or mental illness, are not fully functioning

Question 17

Job Satisfaction» Outcomes

Answer 17

• Satisfaction is likely to cause better performance, but higher performance does not predict satisfaction
  o Positively correlated with OCBs and negatively correlated with CWBs
• The relationship between satisfaction and turnover is stronger than between satisfaction and absenteeism
  o You can find work satisfying and still want a 3-day weekend

Question 18

Percieved organizational support > Outcomes

Answer 18

Predicts:
Organizational citizenship behaviour
Customers relations
Punctuality

Question 19

Commitment > Outcomes

Answer 19

Affective commitment is related to higher performance
Normative is related to lower turnover
Continuance commitment is related to lower performance and high absenteeism
Lower continuance commitment =lower intention to quit

Question 20

Cognitive Dissonance

Answer 20

-Discomfort arising from conflicting attitudes, beliefs, or behaviours.

Outcomes:
o Try to reduce dissonance (by changing your attitude or behavior)
o Try to avoid situations/ information that elicit dissonance

Factors influencing it:
o Importance: Greater importance higher dissonance
o Rewards: Greater rewards lower dissonance

Question 21

Networking

Answer 21

Targeting:
o Personal connections through family, friends colleagues, alumni, LinkedIn, Twitter?

Preparation:
o Person ( current & past experience; social connection e.g., clubs, sports, countries, etc.)
o Firm (recent news articles, annual report, key word search, role/team)
o Plan the conversation

Meeting:
o Open with social
o Articulate your why, interest in the firm and relevant
experience
o Questions ( targeted, specific to their job and interests)

Question 22

Perceptual Errors

Answer 22

Perception takes time and effort so we often take shortcuts

Question 23

Contrast Effects

Answer 23

Our reaction to one person is often influenced by other people we have recently encountered

Question 24

Self-fulfilling prophecy

Answer 24

A person will behave in ways consistent with how they are perceived by others

Question 25

Halo Effect

Answer 25

Drawing a general impression about an individual based on single characteristic, such as intelligence, likeability, or appearance. The horn effect is when impressions are based on negative characteristics.

Question 26

Anchoring Bias

Answer 26

People are over-reliant on the first piece of information that they hear. E.g the initial due date that is proposed is usually negotiated.

Question 27

Bandwagon effect

Answer 27

The probability of one person adopting a belief increases based on the number of people who hold that belief. Are typically stronger when we are more connected to the people around us.

Question 28

Choice supported bias

Answer 28

When you choose something, you tend to feel positive about it, even if that choice has flaws. Like how you think your cat is awesome even though it bites

Question 29

Confirmation Bias

Answer 29

We tend to listen only to information that confirms our preconceptions- one of the many reasons it’s so hard to have an intelligent conversation about climate change.

Question 30

The Ostrich effect

Answer 30

The decision to ignore dangerous or negative information by “burying” one’s head in the sand like an ostrich. Turning a blind eye to something negative

Question 31

Recency Bias

Answer 31

The tendency to weigh the latest information more heavily than older data. Investors often think the market will always look the way it looks today and make unwise decisions

Question 32

Selective perception

Answer 32

Allowing our expectations to influence how we perceive the world.

Question 33

Conditions for perceptual Bias

Answer 33

o Time pressure
o Cognitive load
o Low scrutiny
o Ambiguity

Question 34

Links to Org Outcomes

Answer 34

People’s behaviour is based on their perception of what reality is… not on reality itself!

Job interviews
o Contrast effect

Question 35

Attribution theory:

Answer 35

When individuals observe behaviour, they attempt to determine whether the cause is internal or external.

Question 36

Distinctiveness:

Answer 36

Do they behave similarly across situations?

Question 37

Consensus

Answer 37

would everyone in the same situation behave similarly?

Question 38

Consistency

Answer 38

How consistent is the behaviour across time?

Question 39

Attribution Biases

Answer 39

When we are successful we focus on internal factors and when we fail we blame external factors = Self-serving bias

But this is reversed for others = fundamental attribution bias

Question 40

Personal Identity:

Answer 40

Based on unique personal characteristics Interests, abilities, traits

Question 41

Social identity

Answer 41

Based on the perception of belonging to various social groups or categories (Gender, nationality, occupation)

Question 42

Self-concept
3 components

Answer 42

1. Complexity- How many distinct and important roles or identities does a person have
2. Consistency- How compatible are the person’s self-concept identities with each other and with the person’s personality, values, and other attributes?
3. Clarity- to what extent does the person define him/herself clearly confidently, and consistently over time