Ch 4 - Individual Values, Perceptions, and Reactions (EXAM 2)
Forms of Organizational Fairness: Interpersonal Fairness
the perceived degree to which people are treated with respect by those who execute procedures or determine outcomes
Forms of Organizational Fairness: Informational Fairness
the perceived extent to which employees receive adequate explanations about decisions affecting their working lives
Forms of Organizational Fairness: Distributive Fairness
the perceived fairness of the outcome received
Forms of Organizational Fairness: Procedural Fairness
the perceived fairness of the procedures used to generate the outcome perception of a low a level of procedural fairness may lead to withdrawal from work and lower performance perception of a high level of procedural fairness reduces risk of negative reactions
Perception
the set of processes by which an individual becomes aware of and interprets information about the environment
Perception Errors: Categorization
the tendency to put things into groups and then exaggerate the similarities within and the differences among the groups
Engagement is enhanced when employees...
- have clear goals and roles - have the resources needed to do a good job - get meaningful feedback on their performance - are able to use their talents - are recognized for doing a good job - have positive relationships with coworkers - have opportunities to learn and grow - have supportive leadership
Emotions...
- influence how we perceive the world - help us interpret our experiences - prime us to respond
What ways can we feel committed to an employer?
1. Affective Commitment: positive emotional attachment to the organization and strong identification with its values and goals 2. Normative Commitment: feeling obligated to stay with an organization for moral or ethical reasons 3. Continuance Commitment: staying with an organization because of perceived high economic and/or social costs involved with leaving
Why attitudes change
1. Availability of new information 2. Changes in the object of the attitude 3. Object of the attitude becomes less important
How to reduce cognitive dissonance?
1. Change the conflicting attitude 2. Change the conflicting behavior 3. Reason that one of the conflicting attitudes or behaviors is not important in this context 4. Seek additional info to better reason that the benefits of one of the conflicting attitudes or behaviors outweigh the costs of the other
Why is understanding the role of emotions important to organizations?
1. emotions are malleable so managers/employees know how to positively influence their own emotions and the emotions of others 2. emotions influence creation and maintenance of our motivation to engage or not engage in certain behaviors 3. emotion can influence turnover, decision making, leadership, helping behaviors, and teamwork behaviors
How Values Differ Around the World
1. traditional vs. secular-rational values: contrast b/w societies where religion is very important and those in which it is not 2. survival vs. self expression values: contrast b/w societies that emphasize economic and physical security and those that emphasize subjective well-being, self-expression, and quality of life
The Stress Process (Selye)
General Adaption Syndrome (GAS) - identifies three stages of response to a stressor: alarm, resistance, exhaustion - sources: (1) eustress - pleasurable stress accompanying positive events, (2) distress - unpleasant stress accompanying negative events
What factors have the greatest influence on job satisfaction?
The work itself (satisfaction with), personality, attitudes, and values
Are happy employees more productive employees?
Yeah
Employee Engagement
a heightened emotional and intellectual connection that an employee has for his/her job, organization, manager, or coworkers that, in turn, influences him/her to apply additional discretionary effort to his/her work
Stress
a person's adaptive response to a stimulus that places excessive psychological or physical demands on him/her
Attitudes
a person's complexes of beliefs and feelings about specific ideas, situations, or other people
Affect
a person's feeling toward something; stable dispositions to behave a certain way
Cognitive Dissonance
an incompatibility or conflict between behavior and an attitude of between two different attitudes (ex. people who smoke)
Basic Perceptual Processes: Stereotyping
categorizing or labeling people on the basis of a single attribute
What are the structural components of attitudes?
cognition, affect, and intention
Intention
component of an attitude that guides a person's behavior
Negative Effects
comprises feelings of being upset, fearful, and distressed
Intrapersonal Value Conflict
conflict between the instrumental value or ambition and the terminal value of happiness; one person holding conflicting values
Three Rules to Determine Internal vs External Attribution
consistency, distinctiveness, consensus
Cognition
the knowledge a person presumes to have about something
Organizational Fairness
employees' perceptions of organizational events, policies, and practices as being fair or not fair
Forms of Organizational Fairness: Interactional Fairness
encompass both interpersonal and informational fairness low IF can lead to... - resentment of supervisor/organization - expressions of hostility - negative work behaviors - ineffective organizations communication
Perception Errors: Contrast Effect
evaluating someone by comparing them with recently encountered people
Managing Stress in the Workplace: Individual Coping Strategies
exercise, time management, support groups, role management, relaxation
Attribution can be due to the environment because of _______________________
external factors
Perception Errors: Halo Effect
forming a general impression of something or someone based on a single characteristic
Balancing Work-Life Linkages
importance of long-term versus short-term perspectives; significance of evaluating trade-offs between values
Most Common Consequences of Stress
individual consequences: behavioral, psychological, medical organizational consequences: performance, withdrawal, attitudes, burnout
Managing Stress in the Workplace: Organizational Coping Strategies
institutional programs: design of jobs and work schedules, fostering healthy work culture, supervision collateral programs: organizational programs specifically created to help employees deal with stress
Emotions
intense, short-term physiological, behavioral, and psychological reactions to a specific object, person, or event that prepare us to respond to it four important elements - (relatively) short-lived - directed at something/someone - experienced - create a state of physical readiness through physiological reactions
Attribution can be due to the individual because of _______________________
internal factors
Fundamental Work-Life Relationships
interrelationships between a person's work life and personal life
Conflicts among Values
intrapersonal, interpersonal, individual-organization
Key Work-Related Attitudes
job satisfaction, organizational commitment, and employee engagement
Attitude vs. Emotion
judgement about something vs. experienced or felt long lasting vs. short-lived
Interpersonal Value Conflict
occurs when two different people hold conflicting values
Most Common Causes of Stress
organizational stressors, life stressors
Types of Values: Instrumental Values
our preferred means of achieving our terminal values of our preferred ways of behaving; influence how we get to what we want to accomplish; stronger the instrumental value, the more we act on it
Self Handicapping
people create obstacles for themselves that make success less likely obstacles provide external explanation for failure, thereby preserving one's sense of self-competence
Types of Values: Terminal Values
reflect our long-term life goals, and may include prosperity, happiness, a secure family, and a sense of accomplishment; influences what we want to accomplish
Positive Affect
reflects a combination of high energy and positive evaluation characterized by emotions like elation
Job Satisfaction
reflects our attitudes and feelings about our job; the extent to which a person is gratified or fulfilled by his or her work
Organizational Commitment
reflects the degree to which an employee identifies with the organization and its goals and wants to stay with the organization
Types of Values: Extrinsic Work Values
relate to the outcomes of doing work
Types of Values: Intrinsic Work Values
relate to the work itself
Affectivity
represents our tendency to experience a particular mood or to react to things with certain emotions; two types - positive and negative
Basic Perceptual Processes: Selective Perception
screening out information that we are uncomfortable with or that contradicts our beliefs
Perception Errors: Projection
seeing one's own characteristics in others
Moods
short-term emotional states that are not directed toward anything in particular
Workplace Stress Factors
task demands, physical demands, role demands, interpersonal demands
Trust
the expectation that another person will not act to take advantage of us regardless of our ability to monitor or control them
Perception Errors: First Impression Bias
the inability to let go of first impressions, particularly negative ones
Attribution
the way we explain our and others' behaviors and accomplishments
Values
ways of behaving or end-states that are desirable to a person or to a group; can be conscious or unconscious "embedded thoughts manifested in ways that we behave" - John Hogan
Individual-Organization Value Conflict
when an employee's values conflict with the values of the organization; lower individual-organization VC leads to greater job satisfaction, higher performance, lower stress, and greater job commitment