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Industrial Organizational Psychology > Chapter 10: Employee Satisfaction and Commitment > Flashcards

Chapter 10: Employee Satisfaction and Commitment Flashcards

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1
Q

three motivational facets of organizational commitment

A

Affective Commitment
Continuance Commitment
Normative Commitment

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2
Q

the extent to which an employee wants to remain with an organization and cares about the organization, and is willing to exert effort on its behalf

A

Affective Commitment

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3
Q

the extent to which an employee believes she must remain in the organization due to the time, effort, and expenses that she already put into it or the difficulty she would have in finding another job

A

Continuance Commitment

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4
Q

the extent to which an employee believes he must remain in the organization out of obligation

A

Normative Commitment

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5
Q

this theory postulates that some variability in job satisfaction is due to an individual’s personal tendency across situations to enjoy what she does

A

Individual Difference Theory

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6
Q

Internal locus of control

A

the extent to which people believe that they are responsible for and in control of their success and failure in life

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7
Q

a study by Ganzach suggests that bright people have __________ level of job satisfaction than do less intelligent employees in jobs that are not complex

A

slightly lower job satisfaction

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8
Q

Individual predisposition factors to job satisfaction

A

Genetic factors
Core self-evaluation
culture
Intelligence

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9
Q

factors of person-organization fit

A 
vocation match
job
organization
supervisor
coworkers
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10
Q

this theory postulates that employees observe level of job satisfaction of other employees and then model those levels

A

Social Information Process Theory or Social Learning Theory

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11
Q

A theory that postulates that if employees believe that they are being treated fairly, they will be more likely to be satisfied with their jobs

A

Organizational Justice

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12
Q

The perceived fairness of the actual decision made by the organization

A

Distributive Justice

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13
Q

The perceived fairness of the methods used by the organization to make a decision

A

Procedural Justice

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14
Q

The perceived fairness of the interpersonal treatment receives from the organization

A

Interactional Justice

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15
Q

a system in which employees are given the opportunity to perform several different job

A

Job rotation

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16
Q

a system in which employees are given more tasks to perform at the same time

A

Job enlargement

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17
Q

a system in which employees are given more responsibilities over the tasks and make job-related decisions

A

job enrichment

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18
Q

difference between job enlargement and job enrichment

A

• Job enlargement
*quantitative,
*giving employees more to do but adding work at a comparable level of difficulty and responsibility.
• Job enrichment
* qualitative,
*adding value to an employee’s position through more training and resources aimed at personal and professional growth.

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19
Q

theorists who developed job characteristics theory

A

Greg R. Oldham & J. Richard Hackman

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20
Q

a measure of the extent to which a job provides opportunity for growth, autonomy, and meaning

A

Job Diagnostic Survey

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21
Q

methods to increase the level of job enrichment

A
  • give workers more responsibility over their jobs
  • showing employees that their jobs have meaning and that they are meeting some worthwhile goal through their work
  • the use of self directed teams or quality circles
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22
Q

a participatory management technique that enlists the help of employees in solving problems related to their own jobs.

A

quality circles

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23
Q

employee groups that meet to propose changes that will improve productivity and the quality of work life

A

quality circles or self-directed teams

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24
Q

two ways of measuring job satisfaction

A
  1. standard job satisfaction inventories

2. custom-designed satisfaction inventories

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25
Q

a standard measure of job satisfaction in which raters place a mark under a facial expression that is most similar to the way that they feel about their jobs

A

Faces Scale

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26
Q

disadvantages of using Faces Scale

A
  • lacks sufficient detail
  • lacks construct validity
  • so simple that it is demeaning
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27
Q 
a  measure of  job satisfaction  that yields score on five dimensions of job satisfaction:
•pay
•promotional opportunities
•supervision
•coworkers
•work
A

Job Descriptive Index (JDI)

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28
Q

a measure of job satisfaction that contains 100 items that yields scores on 20 dimensions

A

Minnesota Satisfaction Questionnaire (MSQ)

29
Q

a measure of overall level of job satisfaction

A

Job in General (JIG)

30
Q

a 15-item questionnaire that measure three commitment factors:
• acceptance of the organizations goals and values
• willingness to work to help the organization
•a desire to remain with the organization

A

Organizational Commitment Questionnaire

31
Q

Consequence of dissatisfaction and other negative work attitudes

A
  • absenteeism
  • turn over
  • counterproductive behaviors
  • lack of organizational citizenship behavior
32
Q

organizational citizenship behavior

A

behaviors that are not part of an employee’s job but that make an organization a better place to work

33
Q

two types of counterproductive behaviors:

A
  1. those aimed at individual (harassment, bullying, workplace violence, playing negative politics, gossip, and incivility)
  2. those aimed at organization (theft and sabotage)
34
Q

person/organization fit

A

the extent to which an employee’s personality, values, attitudes, philosophy, and skills match those of an organization

35
Q

the extent to which employees have a links to their jobs and community, the importance o these links, and the ease with which these links could be broken and reestablished elsewhere

A

embeddedness

36
Q

if an employee has many friends at work or in the community, is actively involved in community organizations, and has a spouse who has an excellent job; it would be difficult to leave the organization, the employee is said to have ________

A

embeddedness

37
Q

a method of absenteeism control in which employees are paid for their unused sick leave

A

well pay

38
Q

a method of absenteeism control in which employees who meet an attendance standard are given cash reward

A

financial bonus

39
Q

an absenteeism control in which games such as bingo and poker are used to reward employee attendance

A

games

40
Q

an attendance policy in which all paid vacations, sick days, holidays, and so forth are combined

A

paid time off programs

PTO

41
Q

Facets of employee satisfaction

A
  1. pay
  2. supervision
  3. coworkers
  4. work
  5. promotion opportunities
42
Q

motivational facets of organization commitment

A

● Affective Commitment
● Continuance Commitment
● Normative Commitment

43
Q

one of the motivational facets of organization commitment that refers to the extent to which an employee wants to remain with the organizations, cares about the organization, and is willing to exert effort on its behalf

A

Affective Commitment

44
Q

one of the motivational facets of organization commitment that refers to the extent to which employees believe they must remain with an organization due to the time, expense, and effort they have already put into the organization

A

Continuance Commitment

45
Q

one of the motivational facets of organization commitment that refers to the extent to which employees feel an obligation to remain with an organization

A

Normative Commitment

46
Q

according to this theory, some variability in job satisfaction is due to an individual’s personal tendency across situations to enjoy what she does. thus, certain types of people will generally be satisfied and motivated regardless of the type of job they hold

A

individual difference theory

47
Q

Factors that affect the personal predisposition of an employee to be satisfied with their jobs

A

● Genetic predisposition
● Core Self-evaluation
● Intelligence
● Culture

48
Q

Four Personality variables that are related to people’s predisposition to be satisfied with their life and jobs

A

● emotional stability
● self esteem
● self efficacy
● internal locus of control

49
Q

perceived ability to master their environment

A

self-efficacy

50
Q

perceived ability to control their environment

ex: employees who believe that they have control over their lives, especially their work lives

A

internal locus of control

51
Q

represents the mutual beliefs, perceptions and informal obligations between an employer and an employee.

A

psychological contracts

52
Q

ways to ensure that employees’ job expectations are being met

A

●Conduct Realistic Job Previews (RJP) to ensure that applicants have realistic job expectations and
●ensure that any promises (including the psychological contract) made to the employees will be kept

53
Q

Ways to determine whether an employee is a good fit with the job and the organization

A 
determine (as accurate as possible) if the employees' values, interest, lifestyle, and skills match their:
● job (specific tasks)
● vocation
● coworkers
● supervisor
● organization
● work- schedule fit
● needs/supplies fit
54
Q

a theory stating that employees model their levels of motivation and satisfaction from other employees

A

Social Information Processing Theory or Social Learning Theory

55
Q

ways to improve the employees’ perception of being treated fairly

A

● ensure that tye employees’ perception of input level is based on factual information
● allow employees access to the salaries of other employees
● take extra effirts to explai the compensation systems to the employees

56
Q

3 aspects of the Organization Justice

A

● Distributive Justice
● Procedural Justice
● Interactional Justice

57
Q

Organizational Justice

A

A theory that postulates that if employees perceive they are being treated fairly, they will be more likely to be satisfied with their jobs and motivated to do well

58
Q

one of the aspects of organizational justice that refers to the perceived fairness of the actual decisions made with the organization

A

Distributive Justice

59
Q

one of the aspects of organizational justice that refers to the perceived fairness of the process or methods used by an organization to arrive at the decision

A

Procedural Justice

60
Q

one of the aspects of organizational justice that refers to the perceived fairness of the interpersonal treatment employees receive in an organization

A

Interactional Justice

61
Q

the highest level in Maslow’s Hierarchy of Needs that pertains to the need for growth and challenge

A

self- actualization

62
Q

ways for an organization to help to satisfy employees’ self actualization needs

A

● job rotation
● job enlargement
● job enrichment

63
Q

a system that on which employees are given the opportunity to perform several different jobs in am organization

A

job rotation

64
Q

a system in which employees are given more tasks to perform in am environment

A

job enlargement

65
Q

a system in which employees are given more responsibility over that tasks and decisions related to their job

A

job enlargement

66
Q

a system in which employees are given more responsibility over that tasks and decisions related to their job

A

job enrichment

67
Q

a theory that certain characteristics of a job will make the job more or less satisfying, based on employees’ needs

A

Job Characteristic Theory (JCT)

68
Q

a measure of the extent a job provides opportunities for growth, autonomy, and meaning

A

Job Diagnostic Survey (JDS)

Industrial Organizational Psychology (25 decks)

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