ch6,7,8 Flashcards
Value theory of job satisfaction / Discrepancy Theory
theory suggests job satisfaction depends primarily on match between outcomes individuals value in their jobs and their perceptions about the availability of such outcomes. The less ppl have of some aspect of the job relative to the amount they desire, the more dissatisfied they will be. Suggests it is important to figure out what employees want.
Dispositional model of job satisfaction
conceptualization proposing job satisfaction is a relatively stable disposition of an individual, that is, a characteristics that stays with ppl through situations
affirmative action
legislation designed to give employement opportunites to groups historically underrepresented in workforce, such as women and members of minority (global majority) groups
inclusion
making ppl feel valued as worthwhie members of the organization
affinity groups
informal collections of individuals who share a common identity with respect to such factors as race, ethnicity, or sexual preference
Job satisfaction
positive or negative attitudes held by individuals towards their jobs. Dissatisfied employees usually leave, so good to make satisfied employees.
social information processing model
ppl adopt attidues and behaviors in keeping with the cues provided by others with whom they come into contact
absenteeism
staying away from job when scheduled to work
high performance work systems
offer employees opportunities to participate in decision making, provide incentives for them to do so, and emphasize opportunities to develop skils
continuance commitment 202
strength of a person’s desire to continue working for an organization because he or she needs to do so and cannot afford to do otherwise
normative commitment 202
strength of a person’s desire to continue working for an organization because he or she feels obligations from others to remain there.
Affective commitment 203
strength of a person’s desire to work for an organization because he or she regards it positively and agrees with its goals and values
Affective commitment is great because 204
- less likely to withdraw
- willing to make sacrifices for orgs.
Create a good work environ
Reduce stress, provide opportunities for growth, increase pay, physical environment,
gain sharing plans (profit sharing, merit pay)
incentive plans in which employees receive bonuses in proportion to their companies profitability
diversity management systems
techniques to systematically teach employees to celebrate differences among ppl
attitudes consist of..
cognitive(beliefs), evaluative(feelings) and behavioral component(actions tendency)
organizational commitment, causes, consequences..203-204
attitudes towards organization, continuance commitment, affective commitment and normative commitment
dissatisfaction will cause workers to potentially withdraw, be absent and quit jobs, what can u do to make it better?
pay ppl fairly, improve quality of supervision, decentralize power, match ppl with jobs that match their interests
Prejudice vs discrimination
prejudice is about negative attitudes towards certain groups, while discrimination is treating ppl differently because of the prejudices.
whats being done for diversity
diversity management programs going beyond including, and educating about benefits of diversity. research has shown companies whose employees systematically embrace diversity tend to be more profitable than those that allow discrimination to occur
goal setting theory
popular theory specifying ppl are motivated to attain goals because doing so makes them feel successful
self efficacy
ones belief about having the capacity to perform a task
goal commitment
degree to which ppl accept and strive to attain goals
job enlargment 236
practice of expanding content of a job to include more variety and a greater number of tasks at the same level
job enrichment 237
the practice of giving employees a high degree of control over their work from planning and organization to implementing the jobs and evaluating results.
job characteristics model
skill variety, task identity, task significance, autonomy, job feedback.
