Organizational psychology Ch 3 (W4 b) Flashcards
Values
Personal convictions about what one should strive for in life and how one should behave ( most stable)
Work attitudes
Thoughts and feelings focused directly on a person’s current job or organization –> not very stable compared to work values (moderately stable)
Work moods and emotions
how people they experience work (not satble)
Intrinsic work values
Values that are related to the nature of the work itself (people will learn something because they want to)
Extrinsic work values
Values that are related to the consequences of work (people will do the job because they need money
Types of work values
Intrinsic and extrinsic
Ethical values
one’s personal convictions about what is right and wrong
Utilitarian values
Happiness for all
Values that dictate that decisions should be made that generate the greatest good for the greatest number of people.
Moral rights values
Fundamental rights
Values that dictate that decisions should be made in ways that protect the fundamental rights and privileges of people affected by the decision.
Justice values
Fairies of decision
Values that dictate that decisions should be made in ways that allocate benefit and harm among those affected by the decisions in a fair, equitable, or impartial manner.
Code of ethics
A set of formal rules and standards, based on ethical values and beliefs about what is right and wrong, that employees can use to make appropriate decisions
Whistleblower
A person who informs authority of instances of illegal, or unethical behavior in an organization
Job satisfaction
collection of feelings and beliefs that people have about their current jobs.
What components job satisfaction include? (3)
job satisfaction and organizational commitment, are made up of three components: feelings, the affective component; beliefs, the cognitive component; and thoughts about how to behave, the behavioral component
Emotion
Intense short-lived feelings linked to a specific cause
Emotional labor
The work employees perform
to control their experience and expression of moods and emotions on the job. (waitress–> needs no show only positive emotions ad suppress negative)
Feeling rules
dictate appropriate and inappropriate feelings for a particular setting ( funeral–> you should feel sad)
Expression rules
dictate what emotions should be expressed and how they should be expressed in a particular setting
Emotional dissonance
occurs when employees are expected to express feelings that are at odds with how the employees are actually feeling.
Factors that influence job satisfaction
1) Personality
2) Values (intrinsic or extrinsic)
3) Work situation (like working hours, how far work from home ect)
4) Social influence ( coworkers..)
Job facets model
The job can be satisfactory or not based on different components (facets) such as responsibility, safety of job and so on on which scores can be given. The manager should be watching whether a fast is missed in specific job. Some more facets are more important than others (important to take into account)
Motivator hyegine theory
there are motivator need and hygine needs. Motivational needs are those that are associated with the actual work itself and how challenging it is, how much autonomy it has and so on.
Hygiene needs are associated with the physical and psycholog- ical context in which the work is performed ( like working hours and setting.
1. When motivator needs are met, employees will be satisfied; when these needs are not met, employees will not be satisfied.
2. When hygiene needs are met, employees will not be dissatisfied; when these needs are not met, employees will be dissatisfied.
You can be satisfied in one aspect and dissatisfied in another
The discrepancy model of job satisfaction
imple idea: to determine how satisfied they are with their jobs, employees compare their job to some ideal job
for example, we could ask employees “how much” of the facet they currently have on the job compared to what they think their jobs should have. The difference between these two quantities would be the employees’ level of satisfaction with the facet.
The Steady-State Theory
An equilibrium is necessary to achieve job satisfaction. One set may be more satisfactory than other but in the end it should cancel each other out
Job satisfaction is not strongly related to:
The results indicate that job satisfaction is not strongly related to job performance Job absenteeism ( not showing up)- is not related to job satisfaction but rather influenced by other factors like kids etc
Turnover
is the permanent withdrawal of an employee from the employing organization.
high job satis- faction leads to low turnover (quitting job)
Organizational citizenship behaviour
Behavior that is not required but is necessary for organizational sur- vival and effectiveness.
If satisfied with a job–> have more involved in this behaviors
Affective commitment exists
when employees are happy to be members of an organization, believe in and feel good about the organization and what it stands for, are attached to the organization, and intend to do what is good for the organi- zation.
Continuance commitment
exists when employees are committed not so much because they want to be but because they have to be—when the costs of leaving the organization (loss of
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seniority, job security, pensions, medical benefits, and so on) are too great.
