Lecture 2: Work-related attitudes Flashcards
Attitudes
Evaluative statements about objects, people or events
- Cognitive
- Affective
- Behavioral
Cognitive dissonance theory
When people feel there is a inconsistency between attitudes and behavior, they feel unsatisfied
Hawthorne studies
Increased attention to workers in all conditions led to increased job satisfaction, which increased productivity
Hawthorne effect
Employees will perform better when they feel singled out for special attention or feel that management is concerned about employee welfare
Job satisfaction
An appraisal/evaluation of one’s job –> cognitive attitude
Overall satisfaction
Single overall evaluative rating of the job (bijv. faces scale)
Facet satisfaction
Information related to specific elements of job satisfaction (bijv. job descriptive index)
Pay and job satisfaction
Small correlation, stronger positive correlations at lower pay levels (high salary lawyers less satisfied than low salary childcare workers)
Correlation between job satisfaction and job performance
.30 –> but managers tend to overestimate their employees satisfaction
Work engagement
A positive, fulfilling, work-related state of mind that is characterized by 3 aspects:
- Vigour (energy you put in your work)
- Dedication (how meaningful is the job to you)
- Absorption (are you fully concentrated on your job)
Correlation between job engagement and job performance
Job engagement predicts performance equally strong as job satisfaction does –> .30
Job Demands-Resources model
- Job demands are mental, emotional and physical, lead to strain, which negatively impacts organizational outcomes
- Job resources are support, autonomy and feedback, lead to motivation (work engagement), which positively impacts organizational outcomes
Correlation between job satisfaction and job engagement
.50
