Lecture 3

Question 1

Attitudes

Answer 1

Evaluative statements or judgments concerning objects, people, or events

Question 2

Three components of an attitude

Answer 2

-Cognitive
The opinion or belief segment of an attitude

-Affective
Emotional or feeling segment of an attitude

-Behavioral
An intention to behave in a certain way toward someone or soeting

Question 3

Most powerful moderators of the attitude-behaviour relationships are

Answer 3

• Imprtance of the attitude
• Correspondece to behaviour
• Accessibility
• Existence of social pressures
• Personal and direct experience of the attitude

Question 4

Leon Festinger

Cognitive Dissonance

Answer 4

Consistency via: Change in attitude or behaviour or rationalization

Desire to reduce dissonance

• Importance of elements
• Degree of individual influence
• Reward involved in dissonance

Question 5

insufficient Justification

Answer 5

Dissonacne theory predicts that when our actions are not fully explained by external rewards or coercion, we will experience dissonance, which we can reduce by believing what we have done.

Question 6

Major job attitudes

Answer 6

• Job statisfaction
• Job involvement
• Pyschological empowerment
• Organizational commitement
• POS, Perceived Organizational Support
• Employee Engagement

Question 7

Job involvement

Answer 7

Degree of psychological ‘identification’ with the job where perceived performance is important to self-worth

Question 8

Pyschological empowerment

Answer 8

Belief in degree of influence over the job, competence, job meaningfulness, and autonomy

Question 9

Organizational commitement

Answer 9

Attitude towards a particular organization and its goals, while wishing to maintain membership in the organization.

Question 10

Employee Engagement

Answer 10

The degree of involvement with, statisfaction with, and enthusiasm for the job

Question 11

POS

Answer 11

Perceived Oganizaional Support

• Degree to which employees believ the lrganization values their contribution and cares about their well-being
• Higher when rewards are fair, employeees are involved in decision making, and supervisors are seen as supportive

Question 12

Outcomes of Job statisfaction

Answer 12

-Job performance, statisfied workers are more productive. (Causality may run in both ways)
-Organizational Citizenship behaviours
-Customer statisfaction
Statisfied frontline employees increase customer satisfaction and loyalty
-Less absenteeism
-Workplace Deviance
Dissatisfied wokers are more likely to abuse, steal
-Turnover
Satisfied employees are less likely to quit
Many moderating variables in this relationship: Economic environemtn, Organizational actions taken to retain high performers and to weed out lower performers

Question 13

Two Dominant frameworks used to describe personality

Answer 13

• Myers-Briggs type Indicator (MBTI*)

- Big Five Model

Question 14

MBTI

Answer 14

• Most widely used instrument in the world

- Participants are classified on four axes to dertime one of the 16 possible personality types, such as ENTJ

Question 15

How do the big five predicts behaviour

Answer 15

Concientiousness + emotional stability = Performance

Conscientiousness + emotional stability = job/life statisfaction

Extaversion, enthusiasm, social skills = leadership

-Openness + creativity and leadership

Agreeableness = are good in social settings and teams

Question 16

values

Answer 16

Basic convictions on how to conduct yourself or how to live your life that is personally or socially preferable - “How To”live life properly.