Chapter 4 Flashcards
Values
A broad tendency to prefer certain states of affairs over others
Power distance
The extent to which an unequal distribution of power is accepted by society members
Uncertainty avoidance
The extent to which people are uncomfortable with uncertain and ambiguous situations
Individualism vs. collectivism
Individualistic societies stress independence, individual initiative, and privacy. Collective cultures favour interdependence and loyalty to family or clan
Cultural distance
The extent to which cultures differ in values
Cultural intelligence
The capability to function and manage well in culturally diverse environments
Attitude
A fairly stable evaluative tendency to respond consistently to some specific object, situation, person, or category of people
Job satisfaction
A collection of attitudes that workers have about their jobs
Discrepancy theory
A theory that job satisfaction stems from the discrepancy between the job outcomes wanted and the outcomes that are perceived to be obtained
Distributive fairness
Fairness that occurs when people receive the outcomes they think they deserve from their jobs
Equity theory
A theory that job satisfaction stems from a comparison of the inputs one invests in a job and the outcomes one receives in comparison with the inputs and outcomes of another person or group
Inputs
Anything that people give up, offer, or trade to their organization in exchange for outcomes
Outcomes
Factors that an organization distributes to employees in exchange for their inputs
Procedural fairness
Fairness that occurs when the process used to determine work outcomes is seen as reasonable
Interactional fairness
Fairness that occurs when people feel they have received respectful and informative communication about an outcome
Emotions
Intense, often short-lived feelings caused by a particular event
Moods
Less intense, longer-lived, and more diffuse feelings
Emotional contagion
Tendency for moods and emotions to spread between people or throughout a group
Emotional regulation
Requirement for people to conform to certain “display rules” in their job behaviour in spite of their true mood or emotions
Key contributors to job satisfaction
- Mentally challenging work
- Adequate compensation
- Career opportunities
- People
Consequences of job satisfaction
- Absence from work
- Turnover
- Performance
- Organizational Citizenship Behaviours
- Customers are more satisfied
- Profits increase
Organizational Citizenship Behaviours
Voluntary, informal behaviour that contributes to organizational effectiveness
Organizational commitment
An attitude that reflects the strength of the linkage between an employee and an organization
Affective commitment
Commitment based on identification and involvement with an organizaion
Continuance commitment
Commitment based on the costs that would be incurred in leaving an organization
Normative commitment
Commitment based on ideology or a feeling of obligation to an organization
Key contributors of organizational commitment
Best contributor of affective commitment: interesting satisfying work (with a few exceptions)
Of continuance commitment:
- “side bets” in pension funds
- obtaining rapid promotion
- being well integrated with the company
