exam 3 job attitudes/emotions Flashcards
job attitudes
feelings or beliefs about one’s job, organization, supervisor, or another aspect of the workplace
- the attitudes that people hold determine what they do
job attitude types (festinger, cognitive dissonance)
- FESTINGER = cases of attitude following behavior illustrate the effects of cognitive dissonance
- COGNITIVE DISSONANCE = any perceived incompatibility between behavior and attitudes
EX. smoking is harmful vs. I am a smoker
attitudes-behavior relationship
major job attitudes are HIGHLY correlated (job sat, work engage, org commit)
- Behavior is a function of intentions, which comes from norms, control, and attitudes
job satisfaction
“pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences”
- “happy workers are productive workers”
- largely as a result of findings drawn by the hawthorne studies at western electric, managers started to make their employees happier by focusing on working conditions and the work environment
job satisfaction outcomes
job sat → high levels of job performance
job performance → high levels of
employee responses to dissatisfaction
constructive / destructive = voice/loyalty vs. exit/neglect, respectively
active / passive = voice/exit vs. loyalty/neglect, respectively
4 type of responses
- ACTIVE/CON = voice–ideal because they are constructive
- PASS/CON = loyalty–ideal because they are constructive
- ACTIVE/DES = exit
- PASS/DES = neglect
global measures of job satisfaction
respond to statements pertaining to one’s overall job satisfaction
- more transferable because its general, can be quick and easy for people to use
- limited because it can be missing key factors that are causing lower satisfaction, not specific enough
facet-based measures of job satisfaction
respond to statements pertaining to different aspects of one’s job
- EX. peer training, quality of supervision
work engagement
dedication, absorption, sense of excitement, and passion with one’s work
organizational commitment
degree to which the employee identifies with and feels involved in the organization
- multiple component, multiple foci
allen & meyer’s 3 component model
- AFFECTIVE
- CONTINUANCE
- NORMATIVE
AFFECTIVE commitment
emotional attachment (specifically to the job); staying because you WANT to (most positive form of commitment)
- do people feel like they are ‘part of the family’ at the job
- EX. “my job is rewarding and I enjoy coming to work each day”
CONTINUANCE commitment
economic considerations, alternatives; staying because you NEED to
- don’t have other better options and can’t risk losing the current job so they are committed
- EX. “my salary and benefits get me a nice house in a nice area”
NORMATIVE commitment
moral or ethical considerations; staying because you OUGHT to
- having to work for a parent or grandparent who owns a company and its just expected that you continue the company
- EX. “my boss have invested so much time and training to mentoring me”
- social norms in the WORKPLACE, not social norms at home
emotions at work
realizing that you can’t always separate emotions from work so they need to find effective ways to manage them
STATE vs TRAIT
feeling STATE
- EMOTIONS = intense, short-lived, identifiable cause/target (ex. anger, ectasy)
- MOOD = diffuse, longer-lasting, no identifiable cause/target (irritability, cheerfulness)
feeling TRAIT
- DISPOSITIONAL AFFECT = stable tendency to experience certain moods/emotions across situations (trait anger, negative affectivity)
positive vs negative emotions
positive emotions BROADENS our thoughts/decisions
- more flexible, exploratory way of thinking that encourages experimentation
negative emotions NARROW our thoughts/decisions
- narrowing of thought and fight or flight response
emotional contagion
emotions can spread within work groups because individuals express their emotions through verbal and nonverbal mechanisms (can occur for both positive and negative emotions)
- EX. one partner bringing emotions home and them moving to other partner; working on a team together and developing same emotions
affective events theory
Employees react emotionally to the things that happen to them at work and this influences job performance and satisfaction
- why we should care about employee emotions
emotional labor
regulation of emotional displays that may be incongruent with what is felt
- surface acting (SA)
- deep acting (DA)
- emotional dissonance
surface acting (SA)
changing the expressions of emotions without changing the emotions themselves
- EX. you get a speed ticket on the way to work but dont let that show when at work
deep acting (DA)
changing the expressions of emotions and attempting to change underlying emotions themselves
emotional dissonance
inconsistencies between the emotions people feel and the emotions they project
- long-term emotional dissonance is a predictor for job burnout, declines in job performance, and lower job satisfaction
