Ch.3 Attitude and Job Satisfaction Flashcards
Attitudes
Evaluative statements or judgments concerning objects, people, or events.
cognitive component
The opinion or belief segment of an attitude.
affective component
The emotional or feeling segment of an attitude.
behavioral component
An intention to behave in a certain way toward someone or something.
cognitive dissonance
Any incompatibility between two or more attitudes or between behavior and attitudes.
job satisfaction
A positive feeling about one’s job resulting from an evaluation of its characteristics.
job involvement
The degree to which a person identifies with a job, actively participates in it, and considers performance important to self-worth.
psychological empowerment
Employees’ belief in the degree to which they affect their work environment, their competence, the meaningfulness of their job, and their autonomy in their work.
organizational commitment
The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization.
perceived organizational support (POS)
The degree to which employees believe an organization values their contribution and cares about their well-being.
power distance
The degree to which people in a country accept that power in institutions and organizations is distributed unequally
Employee engagement
An employee’s involvement with, satisfaction with, and enthusiasm for the work he or she does
core self-evaluation (CSE)
Believing in one’s inner worth and basic competence
corporate social responsibility (CSR)
An organization’s self-regulated actions to benefit society or the environment beyond what is required by law.
exit
Dissatisfaction expressed through behavior directed toward leaving the organization. including looking for a new position or resigning.
collective turnover
total loss to the organization of employee knowledge, skills, abilities, and other characteristics.
voice
Dissatisfaction expressed through active and constructive attempts to improve conditions.
including suggesting improvements, discussing problems with superiors, and undertaking union activity
loyalty
Dissatisfaction expressed by passively waiting for conditions to improve.including speaking up for the organization in the face of external criticism and trusting the organization and its management to “do the right thing.”
Neglect.
Dissatisfaction expressed through allowing conditions to worsen includes chronic absenteeism or lateness, reduced effort, and an increased error rate
counterproductive work behavior (CWB)
Actions that actively damage the organization, including stealing, behaving aggressively toward coworkers, or being late or absent.
Turnover
The relationship between job satisfaction and turnover is stronger than between satisfaction and absenteeism.
Summary
Managers should be interested in their employees’ attitudes because attitudes influence behavior and indicate potential problems. Creating a satisfied workforce is hardly a guarantee of successful organizational performance, but evidence strongly suggests that managers’ efforts to improve employee attitudes will likely result in positive outcomes, including greater organizational effectiveness, higher customer satisfaction, and increased profits
