Chapter 4: Values, Attitudes and Work Behavior

Question 1

Values:

Answer 1

tendency to prefer certain states of affairs over others. What people consider good vs. bad. Motivational since we seek attractive things and avoid/change the unattractive aspects. Signal how we should or should not behave

Question 2

Work Centrality:

Answer 2

Work is valued differently across cultures

Question 3

Hofstede’s Study:

Basic Dimensions of Work-Related Values

Answer 3

1. Power Distance
2. Uncertainty Avoidance
3. Masculinity/Femininity
4. Individualism/Collectivism
5. Long/Short Term Oriented

Question 4

Attitude:

Answer 4

stable evaluative trend to respond consistently to a object, situation or person. Attitudes influence behaviors. Attitudes are a function of what we think and feel. Persuasion to change values/attitudes is usually emotionally oriented. BELIEF + VALUE à Attitude à Behaviour

Question 5

Job Satisfaction:

Answer 5

collection of attitudes that people have about their jobs

Question 6

Facet Satisfaction:

Answer 6

more or less satisfied with various facets of the job

Question 7

Overall Satisfaction:

Answer 7

overall indicator of a person’s attitude towards their job

Question 8

Determinants of Job Satisfaction:

Answer 8

Discrepency, fairness, disposition, mood and emotions, people, turnover

Question 9

Discrepancy Theory:

Answer 9

satisfaction of job outcomes people want and what they obtain. People differ in their perceptions about their job due to beliefs and values

Question 10

Distributed Fairness:

Answer 10

occurs when people receive the outcomes they think they deserve from their jobs

Question 11

Inputs:

Answer 11

anything the individual considers relevant to their exchange with the job

Question 12

Outcomes:

Answer 12

factors that the organization distributes to employees in return for their inputs

Question 13

Procedural Fairness:

Answer 13

when the process used to determine the outcomes is reasonable. Relevant to performance evaluations, pay raises and promotions. Factors that Contribute: Consistent procedures, Accurate information, Two-way communication

Question 14

Interactional Fairness:

Answer 14

occurs when people feel they received respectful (polite) and informative (thorough) communication about an outcome

Question 15

Disposition:

Answer 15

When personality contributes to job satisfaction. Job satisfaction is fairly stable over time even when other factors change. Satisfaction is stable as the person ages

Question 16

Emotion:

Answer 16

intense, short-lived, caused by a particular event

Question 17

Mood:

Answer 17

longer-lived, less intense

Question 18

Emotional Contagion:

Answer 18

tendency for moods/emotions to spread among people in a group

Question 19

Emotional Regulation:

Answer 19

requirement for people to conform to certain “display rules” in their job behavior in spite of their true emotion (“emotional labor”)

Question 20

Key Contributors to Job Satisfaction

Answer 20

1) Challenging Work: tests employees’ skills and allow them to set their own work pace
2) Adequate Compensation: pay and satisfaction and positively correlated
3) Career Opportunities: opportunity for promotion signals a person’s self-worth. Can be material (pay raise) or of social nature (recognition).
4) People: we are satisfied in the presence of friendly people who help attain job outcomes

Question 21

Consequences of Job Satisfaction

Answer 21

1) Absence from Work:
- Some absence is unavoidable (sickness, weather)
- Opportunities for off the job satisfaction (skiing trip)
- Some organizations have attendance control policies
- Some employees are unclear on how much absence is reasonable
2) Turnover
- The resignation of an employee from an organization
Reasons why Satisfied People may Quit and why Dissatisfied People Stay
- “Shocks” such as breakups or new child
- Dissatisfaction can be off put by a commitment to the overall values of the organization
- Employee might be too embedded in the community to quit and move
- Weak job market causes people to stay
3) Performance
- If good performance is followed by rewards employees are more likely to stay

Question 22

Organizational Citizenship Behavior

Answer 22

voluntary behavior that are not part the formal job description but help the organization succeed (spontaneous, unlikely to be rewarded)

Question 23

Customer Satisfaction and Profit:

Answer 23

Customer and employee satisfaction can be related

Question 24

Organizational Commitment:

Answer 24

Attitudes that reflect the strength of the linkage between employee and organization

Question 25

Affective commitment:

Answer 25

Person’s involvement makes them want to stay

Question 26

Continuance commitment:

Answer 26

based on the costs of leaving makes people stay because they have to

Question 27

Normative commitment:

Answer 27

feeling of obligation makes people stay because they feel they should

Question 28

Changes in the Workplace and Employee Commitment

Answer 28

1) Changers in the Nature of Employees Commitment: When the nature of the workplace changes commitment may increase or decrease
2) Changes in the Focus of Employee Commitment: Multiple commitments within and outside workplace. Ex. Increase in size of organization can cause employees to shift to specific department
3) Multiplicity of Employer-Employee Relationship: Organizations have to adapt to rapid change and be flexible. Can have a group of core employees who preform key responsibilities

Question 29

Dimensions of Performance

Answer 29

1. Task Performance: how well you do at the tasks you are assigned 2. Organizational Citizenship Behavior (OCB): 3. Counterproductive Work Behavior (CWB): activities that harm the organization (done by choice). Ex. tripping over boots and breaking computer vs. kicking computer through window (choose to kick computer but did not mean to trip)

Question 30

Types of Managers

Answer 30

1. Task Performance Dominates 2. Counterproductive Performance Dominates 3. Task and CWB are equally weighted