Ch. 3 Flashcards

0
Q

Cognitive Dissonance

A

Any incompatibility an individual might perceive between two or more attitudes or between behavior and attitudes

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1
Q

Attitudes

A

Evaluative statements about objects, people, or events

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2
Q

Job Satisfaction

A

A positive feeling about one’s job resulting from an evaluation of its characteristics

Ways to measure:

  1. ) The single global rating
  2. ) The summation of job facets
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3
Q

Job Involvement

A

Degree of psychological identification with the job where perceived performance is important to self-worth

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4
Q

Psychological Empowerment

A

Believe in the degree of influence over one’s job, competence, job meaningfulness, & autonomy

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5
Q

Organizational Commitment

A

Identifying with an organization & its goals and wishing to remain a member

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6
Q

Organizational Citizenship Behavior (OCB)

A

Going above and beyond your job description

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7
Q

What Are the 3 Main Components of Attitudes?

A
  1. ) Cognitive
  2. ) Affective
  3. ) Behavioral
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8
Q

What is the Cognitive Component of an Attitude?

A

An opinion or belief in the way things are

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9
Q

What is the Affective Component of an Attitude?

A

The emotional or feeling segment of an attitude

• Ex: “I dislike my supervisor!”
“I am angry over how little I’m paid.”

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10
Q

What Is the Behavioral Component of Attitudes?

A

An intention to behave in a certain way toward someone or something

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11
Q

What Are the 5 Most Powerful Moderators of the Attitudes Relationship?

A
  1. ) The importance of the attitude
  2. ) Its correspondence to behavior
  3. ) Its accessibility
  4. ) The presence of social pressures
  5. ) Whether a person has direct experience with the attitude
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12
Q

Perceived Organizational Support (POS)

A

Degree to which employees believe the organization values their contribution and cares about their well-being

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13
Q

Employee Engagement

A

Degree of involvement, satisfaction, & enthusiasm for the job

• Being passionate about your work & company

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14
Q

What are the top 2 reasons for job engagement?

A
  1. ) Having a good manager you enjoy working for

2. ) Feeling appreciated by your supervisor

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15
Q

Managers tend to identify their employees as belonging to one of four categories:

A
  1. ) Enthusiastic Stayers
  2. ) Reluctant Stayers
  3. ) Enthusiastic Leavers
  4. ) Reluctant Leavers
16
Q

Core Self-Evaluations (CSEs)

A

Bottom-line conclusions individuals have about their capabilities, competence, and worth as a person

17
Q

What are 4 employee Responses to dissatisfaction?

A
  1. ) VOICE: active & constructive; attempting to improve conditions, including suggesting improvements, discussing problems with superiors, & union action.
  2. ) LOYALTY: passive & constructive; waiting for conditions to improve, including speaking up for the organization in the face of external criticism and trusting the organization to do the right thing.
  3. ) NEGLECT: passive & destructive; allows conditions to worsen and includes chronic absenteeism or lateness, reduced effort, & increased error rate.
  4. ) EXIT: active & destructive; directs behavior toward leaving the organization, including looking for a new position as well as resigning.
18
Q

What Are 3 Outcomes of Job Satisfaction?

A
  1. ) Productivity
  2. ) Engaging in OCB.
  3. ) Increased customer satisfaction and loyalty
19
Q

What are 4 Outcomes of Job Dissatisfaction?

A
  1. ) Absenteeism (moderate to weak correlation)
  2. ) Dissatisfied employees will respond somehow.
  3. ) Many managers are unconcerned about employee job satisfaction.
  4. ) Some managers overestimate how satisfied employees are, so they don’t think there’s a problem when there is one.
20
Q

What Can Managers Do to Improve Employee Attitudes?

A
  1. ) Pay attention to your employees’ job satisfaction levels as determinants of their performance, turnover, absenteeism, & withdrawal behaviors.
  2. ) Measure employee job attitudes objectively and at regular intervals in order to determine how employees are reacting to their work.
  3. ) To raise employee satisfaction, evaluate the fit between the employee’s work interests and on the intrinsic parts of his/her job to create work that is challenging & interesting to the individual.
  4. ) Consider the fact that high pay alone is unlikely to create a satisfying work environment.