CHapter 3: Attitudes and Job Satisfaction

Question 1

Attitudes

Answer 1

Evaluative statements, favourable or unfavourable, concerning jojects, people, or events

When you say “I like my job,” you are expressing your attitude about work.

Question 2

3 components of attitude

Answer 2

Cognition
Affect
Behaviour

Question 3

Cognitive component

Answer 3

A description of or belief in the way things are.

“My pay is low”

Question 4

Affective component

Answer 4

The emotional or feeling segment of an attitude

“I am angry over how little I’m paid.”

Question 5

Behavioural component

Answer 5

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

“I’m going to look for another job that pays better.”

Question 6

What two components are intertwined?

Answer 6

Cognition and affect

Question 7

Cognitive dissonance

Answer 7

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

Question 8

The desire to reduce dissonance depends on three factors

Answer 8

1) Including the importance of the elements creating it 2) The degree of influence we believe we have over them.
3) The third factor is the rewards of dissonance; high rewards accompanying high dissonance tend to reduce the tension inherent in the dissonance (the dissonance is less distressing if accompanied by something good, such as a higher pay raise than expected).

Question 9

Important attitudes

Answer 9

Reflect our fundamental values, self-interest, or identification with individuals or groups we value. These attitudes tend to show a strong relationship to our behaviour.

Question 10

Specific attitudes

Answer 10

Tend to predict specific behaviours, whereas general attitudes tend to predict general behaviours.

Question 11

Finally, the attitude–behaviour relationship is likely to be much stronger

Answer 11

if an attitude refers to something with which we have direct personal experience.

Question 12

Job Satisfaction

Answer 12

A positive feeling about a job, resulting from an evaluation of its characteristics.

Question 13

Job Involvement

Answer 13

The degree to which people identify psychologically with their jobs and consider their perceived performance levels important to self-worth.

Question 14

Psychological empowerment

Answer 14

Employees’ beliefs in the degree to which they influence their work environments, their competencies, the meaningfulness of their jobs, and their perceived autonomy.

Question 15

Organizational Commitment

Answer 15

The degree to which an employee identifies with a particular organization and its goals and wishes to remain a member.

Question 16

Perceived Organizational Support (POS)

Answer 16

The degree to which employees believe the organization values their contributions and cares about their well-being.

Question 17

High POS

Answer 17

Employees with strong POS perceptions have been found more likely to have higher levels of citizenship behaviours, lower levels of tardiness, and better customer service.

Question 18

Employee Engagement

Answer 18

An individuals involvement with, satisfaction with, and enthusiasm for the work they do

Question 19

High average levels of engagement

Answer 19

Achieved higher levels of customer satisfaction, were more productive, brought in higher profits, and experienced lower levels of turnover and accidents than other business units.

Question 20

Two top reasons for job engagement

Answer 20

(1) having a good manager they enjoy working for and (2) feeling appreciated by their supervisor.

Question 21

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

Answer 21

Enthusiastic stayers, reluctant stayers, enthusiastic leavers (planning to leave), and reluctant leavers (not planning to leave but should leave).

Question 22

Two approaches measuring Job Satisfaction

Answer 22

Single global rating

Summation of job facets

Question 23

Single global rating

Answer 23

is a response to one question, such as “All things considered, how satisfied are you with your job?” Respondents circle a number between 1 and 5 on a scale from “highly satisfied” to “highly dissatisfied.”

Question 24

Summation of job facets

Answer 24

It identifies key elements in a job such as the nature of the work, supervision, present pay, promotion opportunities, and relationships with coworkers. Respondents rate these on a standardized scale, and researchers add the ratings to create an overall job satisfaction score.

Question 25

Responses to Dissatisfaction

Answer 25

Exit
Voice
Loyalty
Neglect

Question 26

Exit

Answer 26

The exit response directs behaviour toward leaving the organization, including looking for a new position as well as resigning. To measure the effects of this response to dissatisfaction, researchers study individual terminations and collective turnover, the total loss to the organization of employee knowledge, skills, abilities, and other characteristics

Question 27

Voice

Answer 27

The voice response includes actively and constructively attempting to improve conditions, including suggesting improvements, discussing problems with superiors, and undertaking some forms of union activity.

Question 28

Loyalty

Answer 28

The loyalty response means passively but optimistically 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.”

Question 29

Neglect

Answer 29

The neglect response passively allows conditions to worsen and includes chronic absenteeism or lateness, reduced effort, and increased error rate.