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Psych 334 > Chapter 10 Attitudes, Job Satisfaction & Commitment > Flashcards

Chapter 10 Attitudes, Job Satisfaction & Commitment Flashcards

1
Q

What are Values?

A

A broad tendency to prefer certain states of affairs over others.

  • What we consider good and bad.
  • Values are motivational.
  • Values are very general.
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2
Q

People tend to hold values structured around factors:

A

Achievement
* Power
* Autonomy
* Conformity
* Tradition &
* Social Welfare

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3
Q

Generational Differences in Values

A
  • There are five distinctive generations in the workplace today:
  • Silent (1925-1945)
  • Baby Boomers (1946-1964)
  • Generation X (1965-1979)
  • Millennials (Generation Y) (1980-1994)
  • Gen Z or iGen (1995-2012)
  • Gen Alpha (2013-2025)
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4
Q

Generational Stereotypes

A

Traditionalists
* Respectful of authority and a high work ethic.

o Boomers
* Optimistic workaholics.

o Gen X:
* Cynical, confident, and pragmatic.

o Gen Y:
* Confident, social, demanding of feedback & somewhat unfocused.

o Gen Z or iGen or Centennials :
* may be more competitive, wants independence, will multi-task, wants to communicate face-to-face, is truly digital- native and wants to be catered to.

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5
Q

Cultural Differences in Values

A

There are differences in work-related values across cultures.

  • Poor understanding of cross-cultural differences can cause a number
    of negative outcomes:
  • foreign assignments to terminate early
  • business negotiations to fail.
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6
Q

Work Centrality

A

Work is valued differently across cultures.

  • Work centrality: the extent to which people perceive work as a central life
    interest.
  • People for whom work was a central life interest work more hours.
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7
Q

Hofstede’s Study

A

Hofstede questioned over 116,000 IBM employees in 40 countries
about their work-related values.

  • He discovered four basic dimensions along which work-related
    values differed across cultures:
  • Power distance
  • Uncertainty avoidance
  • Masculinity/femininity
  • Individualism/collectivism
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8
Q

Hofstede’s Study

A
  • Subsequent work with Canadian Michael Bond, which catered more
    to Eastern cultures, resulted in a fifth dimension:
  • Long-term/short-term orientation
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9
Q

Power Distance

A

The extent to which an unequal distribution of power is accepted by
society members.

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10
Q

Uncertainty Avoidance

A
  • The extent to which people are uncomfortable with uncertain and
    ambiguous situations.
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11
Q

Masculinity/Femininity

A

Masculine cultures clearly differentiate gender roles, support the dominance of men, and stress economic performance.

  • Feminine cultures accept fluid gender roles, stress sexual equality,
    and stress quality of life.
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12
Q

Individualism/Collectivism

A

Individualistic societies stress independence, individual initiative, and privacy.

  • Collective cultures favour interdependence and loyalty to family or
    clan.
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13
Q

Long-term/Short-term Orientation

A

Cultures with a long-term orientation stress persistence,
perseverance, thrift, and close attention to status differences.

  • Cultures with a short-term orientation stress personal steadiness and
    stability, face-saving, and social niceties
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14
Q

Differences in Percentage of Employees Satisfied with
Their Jobs 2019 Randstad Survey. Most Satisfied

A

89% India
* 88% Mexico
* 80% Turkey
* 79% Norway
* 78% U.S.
* 78% Denmark
* 75% Netherlands
* 74% U.K.
* 74% Canada
* 74% Brazil
* 74% China
* 73% Malaysia

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15
Q

Differences in Percentage of Employees Satisfied with
Their Jobs 2019 Randstad Survey. Least Satisfied

A

42% Japan
* 49% Hong Kong
* 61% Singapore
* 64% Hungary
* 64% Czech Republic
* 65% Greece
* 66% Sweden
* 68% France
* 68% Portugal
* 68% New Zealand
* 69% Italy
* 70% Argentina

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16
Q

What Are Attitudes?

A

An attitude is a fairly stable evaluative tendency to respond consistency to some specific object, situation, person, or category of people.

  • Attitudes involve evaluations directed toward specific targets.
  • They are more specific than values.
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17
Q

What are attitudes? part 2

A

Attitudes are tendencies to respond to the target of the attitude.

  • Attitudes often influence our behavior toward some object, situation, person, or group.
  • Attitude → Behavior
  • Are attitudes always consistent with behavior?
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18
Q

Attitudes

A

Belief + Value → Attitude → Behavior

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19
Q

Consider the following example of a person experiencing work-family conflict:

A

“My job is interfering with my family life.” (Belief)

  • “I dislike anything that hurts my family.” (Value)
  • “I dislike my job.” (Attitude)
  • “I’ll search for another job.” (Behaviour)
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20
Q

Why Worry About Employee Attitudes?

A

Outcome Satisfaction Commitment

Absenteeism −0.23 −0.23
Turnover −0.22 −0.23
Lateness −0.11 −0.29
Organizational citizenship
-0.24 -0.25
Counterproductive behavior
−0.37 −0.36
Performance -0.30 -0.17
Commitment 0.59

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21
Q

What Is Job Satisfaction?

A

A collection of attitudes that workers have about their jobs.

  • Positive attitude or emotional state resulting from appraisal of one’s job
  • Two aspects of satisfaction.
  • Facet satisfaction refers to the tendency for an employee to be more or less satisfied with various facets of the job.
  • The most relevant attitudes toward jobs are contained in a rather small
    group of facets
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22
Q

Job Satisfaction Facets

A

The work itself
* Compensation
* Recognition
* Benefits

  • Working conditions
  • Supervision
  • Co-workers
  • Organizational policy
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23
Q

Measuring Job Satisfaction

A

A popular measure of job satisfaction is the Job Descriptive Index (JDI).

  • It is designed around five facets of satisfaction: people, pay, supervision,
    promotions, and the work itself.
  • Employees respond “yes,” “no,” or “?” in describing whether a particular word or phrase is descriptive of particular facets of their jobs.
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24
Q

The Job Descriptive Index (JDI) measures job satisfaction across five areas:

A

Work – “Fascinating,” “Boring”

Pay – “Well paid,” “Underpaid”

Promotion – “Good opportunities,” “Dead-end job”

Supervision – “Supportive,” “Hard to please”

Coworkers – “Friendly,” “Jealous”

Responses: Yes / No / Uncertain.

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25
What Determines Job Satisfaction?
* We frequently find differences in job satisfaction expressed by individuals performing the same job in a given organization such as two nurses who work side by side.
26
Have the employee’s expectations been met?
Have the employee’s expectations been met? * Realistic job previews (RJPs)
27
* Is the employee a good fit?
* Vocation * Job * Organization * Coworkers and supervisor
28
* Have the employee’s needs, values, and wants been met?
* Maslow’s Needs Hierarchy * ERG Theory * Two-Factor Theory
29
Person-Organization Fit
job-fit measures, is essentially compatibility between an employee and an organization. Person-organization fit is about the congruence of a candidate’s own beliefs and values with the mission, values, and ethics of your organization.
30
Equity Theory
Equity will be perceived when the following distribution ratios exist: My outcomes = Other’s outcomes ------------------------------------------------ My inputs Other’s inputs
31
Fairness
Issues of fairness affect both what people want from their jobs and how they react to the inevitable discrepancies of organizational life.
32
There are three basic kinds of fairness:
Distributive fairness * Procedural fairness * Interactional fairness
33
Distributive Fairness
Fairness that occurs when people receive the outcomes they think they deserve from their jobs. * It involves the ultimate distribution of work rewards and resources. * Individuals want “what’s fair.” * Equity theory provides a way of understanding how people determine what is fair.
34
Procedural Fairness
Fairness that occurs when the process used to determine work outcomes is seen as reasonable. * It is concerned with how outcomes are decided and allocated. * It is particularly relevant to outcomes such as performance evaluations, pay raises, promotions, layoffs, and work assignments.
35
In allocating outcomes, the following factors contribute to perceptions of procedural fairness. The allocator:
Follows consistent procedures over time and across people. * Uses accurate information and appears unbiased. * Allows two-way communication during the allocation process. * Welcomes appeals of the procedure or allocation.
36
Interactional Fairness
* Fairness that occurs when people feel that they have received respectful and informative communication about an outcome. * Interactional fairness is important because it is possible for absolutely fair outcomes or procedures to be perceived as unfair when they are inadequately or uncaringly explained.
37
Disposition/ Could your personality contribute to your feelings of job satisfaction?
* The dispositional view of job satisfaction is based on the idea that some people are predisposed by virtue of their personalities to be more or less satisfied despite changes in discrepancy or fairness.
38
Judge and Bono (2001) Meta-Analysis
found that Extraversion predicts transformational leadership, while Neuroticism hinders it. Core Self-Evaluations (CSE) (self-esteem, self-efficacy, locus of control, emotional stability) boost leadership, job satisfaction, and performance.
39
Personality Meta-Analysis
refers to the systematic review and analysis of existing research on personality traits.
40
Contributors to Job Satisfaction/ * The facets that seem to contribute the most to feelings of job satisfaction for most North American workers include:
Mentally challenging work * Adequate compensation * Career opportunities * People (friendly or helpful colleagues)
41
Mentally Challenging Work
Work that tests employees’ skills and abilities, allows them to set their own working pace, and provides them with clear performance feedback. * Employees usually perceive such work as personally involving and important. * Some employees prefer repetitive, unchallenging work that makes few demands on them.
42
Adequate Compensation
Pay & satisfaction are positively related. * Most employees expect to receive an adequate amount of compensation. * Not everyone is equally desirous of money and some people are willing to accept less responsibility or fewer working hours for lower pay.
43
Career Opportunities
The availability of career opportunities & opportunities for promotion. * Promotions contain material and social signals about a person’s self- worth. * There are cultural and individual differences in what people see as constituting a fair promotion system
44
People
Friendly, considerate, good-natured superiors and co-workers. * The ability of others to help us do our work and attain outcomes that we value also contributes to job satisfaction. * The friendliness aspect is most important in lower-level jobs with clear duties and in dead-end jobs.
45
Consequences of Job Satisfaction/ * Job satisfaction has a number of consequences:
* Absence from work * Turnover * Performance * Organizational Citizenship Behaviour * Customer Satisfaction and Profit
46
The Honeymoon-Hangover Effect
The “honeymoon effect,” when the bad facets of the old job are gone, the good facets of the new job are apparent and the bad facets of the new job are not yet known. * Over time, the bad facets of the new job are recognized, a “hangover effect” in which overall job satisfaction decreases.
47
Progression of Withdrawal.
the theory that people develop a set of behaviors in succession to avoid their work situation.
48
Organizational Commitment/ There are three very different types of organizational commitment:
* Affective commitment * Continuance commitment * Normative commitment
49
Affective Commitment
Commitment based on a person’s identification and involvement with an organization.
50
Continuance Commitment
Commitment based on the costs that would be incurred in leaving an organization.
51
Normative Commitment
* Commitment based on ideology or a feeling of obligation to an organization.
52
Absenteeism
Workers missed work (Canadian Census, 2020) o 2016 – 9.5 days o 2020 – 11.6 days Moderately correlated with turnover
53
Why do employees leave (turnover)?
* Unavoidable Reasons * School starts * Job transfer * Illness * Family issues * Advancement * More responsibility * Better pay * Unmet Needs
54
Why do employees leave (turnover)? Escape from and Unmet Expectations
Escape From * People * Management * Coworkers * Customers * Working conditions * Stress * Unmet Expectations * Organization * Job * Career
55
Reducing Turnover/Selection Issues:
* Conduct realistic job previews * Look for person-organization fit * Study predictors of people who leave
56
Reducing Turnover/ Compensation Issues
Watch the market * Use job evaluations to ensure equity * Offer retention/tenure bonuses (stay for pay)
57
Counterproductive Behaviors
Individuals * Gossip * Negative politics * Harassment * Workplace violence * Bullying Organization * Theft * Sabotage o Personality Types
58
Organizational Citizenship Behaviors
Little things” not required of an employee * Staying late to finish a project * Mentoring an employee * Volunteering for committees * Negative correlation between OCBs and employee counterproductive behaviour
59
Increasing Attendance/ 10
* Consequences for Missing Work * Rewards for Attending * Financial incentives * Well pay * Financial bonuses * Games * Paid time-off programs * Recognition programs * Discipline for Not Attending * Clear Policy and Record Keeping
60
Increasing Attendance/ 6
* Reducing Employee Stress * Reducing illness * Not hiring “absence-prone” employees * Uncontrollable absenteeism * Bad weather

Psych 334 (19 decks)

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