chapter 3 - job attitudes

Question 1

attitudes

Answer 1

are judgements or evaluative statements (favorable or unfavorable) about objects, people or events.

Reflect how we are feeling about something

Question 2

three components of attitudes

Answer 2

1. Cognition
2. Affect
3. Behavior

Question 3

cognitive component of attitudes (on exam)

Answer 3

the opinion or belief segment of an attitude

it is an evaluation

Sets the stage for affective component

EX: my pay is low

Question 4

affective component of attitudes (on exam)

Answer 4

is the emotional or feeling segment of an attitude

it is a feeling

Affect can lead to behavioral outcomes

EX: i am angry over how little I’m paid

Question 5

behavioral component of attitudes (on exam)

Answer 5

of an attitude describes an intention to behave a certain way toward someone or something

it is an action

EX: I’m going to look for another job that pays better

Question 6

why do we view attitudes in three different components

Answer 6

Helps us understand their complexity and the potential relationship between attitudes and behavior.

Cognition and affect are intertwined

1. Affect
2. Behavior
3. Cognition

Question 7

Several powerful characteristics change the nature of the attitudes-behavior relationship:

Answer 7

the importance of the attitude, its correspondence to behavior, its accessibility, the presence of social pressures and whether a person has direct experience with the attitude.

Question 8

The attitude-behavior relationship (on exam)

Answer 8

is also much stronger if an attitude refers to something we have directly experienced.

You are more likely to remember attitudes you frequently express and attitudes that our memories can easily access are more likely to predict our behavior.

Sometimes behavior might predict future attitudes.

Question 9

cognitive dissonance

Answer 9

is any incompatibility between two or more attitudes or between behavior and attitudes

Where there is dissonance, people alter their attitudes or behavior to minimize the dissonance or develop a rationalization for the discrepancy.

Question 10

the desire to reduce dissonance depends on three factors:

Answer 10

The importance of the elements creating dissonance
The degree of influence we believe we have over those elements
The rewards of dissonance

Question 11

organizational identification - major job attitude (on exam)

Answer 11

is the extent to which employees define themselves by the same characteristics that define their organization, forming a basis for which attitudes and behaviors are engendered.

Question 12

three job attitudes + 2 others (on exam)

Answer 12

job satisfaction
job involvement
organizational commitment

perceived organizational support (pos)
employee engagement

Question 13

organizational commitment - job attitude (on exam)

Answer 13

an employee with a strong organizational commitment identifies with their organization and its goals and wishes to remain a member.

emotional attachment to an organization and belief in its values are the gold standard for employee commitment

Question 14

job satisfaction - job attitude (on exam)

Answer 14

is employee attitudes. A positive feeling about a job resulting from an evaluation of its characteristics.

A person with high job satisfaction holds positive feelings about the work.
A person with low satisfaction holds negative feelings.
Job satisfaction is one of the most important attitudes

Question 15

job involvement - job attitude (on exam)

Answer 15

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

Question 16

perceived organizational support (pos) - job attitude (on exam)

Answer 16

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

people perceive their organizations as supportive when they are treated fairly by other organization members.

Question 17

power distance

Answer 17

the degree to which people in a country accept that power in institutions and organizations, is distributed unequally, is lower.

Low-power distance countries like the US people are more likely to view work as an exchange than a moral obligation.
High-power-distance countries like China have employee POS perceptions that are not as deeply based on demonstrations of fairness, support and encouragement.

Question 18

employee engagement - job attitude (on exam)

Answer 18

is the degree of enthusiasm an employee feels for the job.

Represents a combination of attitudes (like satisfaction and commitment) but exceeds these, meaning something like devotion or giving your heart and soul to your work.
Highly engaged employees have a passion for their work and feel a deep connection to their companies.

Question 19

how to improve employee engagement

Answer 19

Employee-focused interventions that focused on increasing employees’ autonomy and resilience, reduced job demands or made them easier to cope with or contributed to employees’ development.
Enhancing organizational practices like training, work attributes like clarity in roles and autonomy and supervisor support.

Question 20

how to measure job satisfaction

Answer 20

1. survey: How satisfied are you with your Job? (circle a number between 1 and 5 on a scale of highly satisfied to highly dissatisfied).
2. Summation of job facts. It identifies key elements in a job such as the type of work, skills needed, supervision, present pay, promotion, opportunities, culture and relationships with coworkers. Respondents rate each of these on a standardized scale and then these ratings are added to create an overall job satisfaction score

Question 21

cause of job satisfaction: job conditions (on exam)

Answer 21

• Jobs that provide training, variety, independence and control satisfy most employees.
• Interdependence, feedback, social support and interaction with coworkers outside the workplace are also strongly related to job satisfaction, even after accounting for the work’s characteristics.
• Managers also play a big role in employees’ job satisfaction
• Fitting in

Question 22

job condition

Answer 22

especially the intrinsic nature of the work itself, social interactions and supervision – are important predictors of job satisfaction.

Managers should make sure job conditions are satisfying enough to make employees happy.

Question 23

positive core-self evaluations (CSEs)

Answer 23

hich are people who believe in their inner worth and basic competence – are more satisfied with their jobs than people with negative CSEs.

Question 24

effect of pay on job satisfaction

Answer 24

The effect (of both pay level and discrepancies with others) can be smaller once an individual reaches a standard level of comfortable living

Question 25

job performance

Answer 25

there is a correlation between job satisfaction and job performance.
Individuals with higher job satisfaction perform better and organizations with more satisfied employees tend to be more effective than those with fewer.

Question 26

people who are satisfied with their jobs

Answer 26

are more likely to engage in citizenship behavior.
can lead to positive customer outcomes

Question 27

exit (for employee responses to job dissatisfaction) (on exam)

Answer 27

the exit response directs behavior toward leaving the organization, including looking for a new position or resigning.

Question 28

voice (for employee responses to job dissatisfaction) (on exam)

Answer 28

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

Question 29

loyalty (for employee responses to job dissatisfaction) (on exam)

Answer 29

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 30

neglect (for employee responses to job dissatisfaction) (on exam)

Answer 30

the neglect response passively allows conditions to worsen and includes chronic absenteeism or lateness, reduced effort and an increased error rate.
Exit and neglect behaviors are linked to performance variables such as productivity, absenteeism and turnover.

Question 31

counterproductive work behavior (cwb)

Answer 31

Substance abuse, stealing at work, endless scrolling on social media, gossip, absenteeism and tardiness are examples of destructive behaviors to organizations.

Question 32

the exit-voice-loyalty-neglect framework

Answer 32

helps us understand the consequences of dissatisfaction. What happens when employees dislike their jobs?