Chapter 2
examples of instrumental values
-Ambitious -Broad-minded -Self-reliance -Courageous -Forgiving -Kindness -Honesty
how can one reduce turnover
-Hire people who "fit" with the organization's culture -Spend time fostering employee engagement -Provide effective onboarding -Recognize and reward high performers
how can managers reduce counterproductive work behavior
-Hiring individuals who are less prone to engage in this behavior -Motivate desired behaviors and not CWBs -Respond quickly and appropriately to employees engaging in CWBs
how do values and attitudes affect work related outcomes
-Personal Values -Personal Attitudes and Their Impact on Behavior and Outcomes -Five Key Workplace Attitudes -The 5 Causes of Job Satisfaction -Job Dissatisfaction Theory -Major Correlates and Consequences of Job Satisfaction
examples of terminal values
-Prosperity -An exciting life -A sense of accomplishment -Health and well-being -Equality -Family security -Freedom -Ethics
what do values lay the foundation for at work
-attitudes -behaviors -motivations -perceptions
Why important to understand employee's values in the workplace?
-describe concepts, principles, and activities for which people are willing to work hard -workers need an understanding of values to work effectively with others and manage themselves
what steps increase employee commitment
-hire people whose values align with organization -mgmt doesn't breach social contracts -enhance the level of trust
how can one increase employee engagement
-measuring -tracking -responding to employee surveys -act on employee inputs -create career development opportunities
what are the five models of job satisfaction
-need fulfillment -met expectations -value attainment -equity -traits/genetic components
what does perceived organizational support lead to high levels of
-organizational citizenry -less tardiness -better customer service -better job satisfaction
what are the four key workplace attitudes
-organizational commitment -employee engagement -perceived organizational support -job satisfaction
what contributes to employee engagement
-organizational level factors -environmental characteristics -person factors
why are attitudes important to understand in the workplace
-positively related to performance -negatively to indicators of withdrawl
how much influence do traits and genetic components have in job satisfaction
30%
What % of workers are highly or moderately engaged?
60%
David, an accountant with Brighter Future Corporation, is experiencing job dissatisfaction due to comparing how hard he works and how much he gets paid versus his perception of a co-worker's effort and reward. David's dissatisfaction can be explained by: A. Disposition/genetic components model B. Equity model C. Need fulfillment model D. Value attainment model E. Met expectations model
B
All of the following are true about personal values EXCEPT: A. In general, values are relatively stable across time and situations B. Values tend to vary across generations C. Schwartz's value theory can be generalized across cultures D. Values are not motivational in nature E. Not all values are compatible
D
Sandra manages the Marketing Department for the Greener Grass Corporation. In an effort to increase employee engagement, Sandra could try all the following EXCEPT: A. Redesign jobs so that workers have variety and feedback B. Take a class to learn how to be a charismatic leader C. Try to limit the stressors in the workplace D. As staff leave, replace them with new hires who score high in pessimism on a personality test E. Provide recognition to employees who perform well
D
Catherine is walking through the employee parking lot on her way to her office. She notices someone left an empty fast food bag in the parking lot. Catherine goes out of her way to pick it up and dispose of it. What behavior is Catherine exhibiting? A. Psychological contract B. Green behavior C. Withdrawal cognitions D. CWB E. OCB
E
Does salary and total compensation package positively affect job satisfaction?
Not correlated after individual reaches a level of comfortable living
what aspects does job satisfaction entail
Position tasks variation of work Flexibility and creativity Feedback
examples of employee engagement
Sense of Urgency Being focused Intensity Enthusiasm
attitude of i feel
affective
an attitude contains the feelings or emotions one has about a given object or situation
affective component
hard working, aspiring
ambitious
what questions can we ask ourselves personally about Schwartz theory
are you spending time in a meaningful way? Are your values consistent with the goals?
range from positive to negative and impact behavior
attitudes
represent our feelings or opinions about people, places, and objects, and range from positive to negative
attitudes
attitude of i intend
behavioral
refers to how one intends or expects to act toward someone or something
behavioral component
how much to businesses turnover annually
between 5 and 12%
what does schwartz's value theory represent over time
broad goals
the repeated mistreatment of an individual or individuals by aggressive or unreasonable behavior, including persistent abuse and humiliation by verbal, nonverbal, psychological, or physical means
bullying
attitude of i believe
cognitive
an attitude reflects the beliefs or ideas one has about an object or situation
cognitive component
Psychological discomfort experienced when simultaneously holding two or more conflicting cognitions (ideas, values, or emotions)
cognitive dissonance
represents the psychological discomfort a person experiences when simultaneously holding two or more conflicting cognitions (ideas, beliefs, values, or emotions)
cognitive dissonance
what happens when attitudes and reality collide
cognitive dissonance occurs
what are the three components of attitudes
cognitive, affective, behavioral
what do company values turn into
company culture
what is the relationship between job performance and job satisfaction and why
complex -- both variables indirectly influence each other
it is important to the individual
content
what are the two value systems
content and intensity
what do values turn into
corporate culture
Behavior that harms other employees, the organization as a whole, or organizational stakeholders such as customers and shareholders
counterproductive work behavior
has a strong negative relationship with job satisfaction
counterproductive work behavior
represents behavior that harms other employees, the organization as a whole, or organizational stakeholders such as customers and shareholders
counterproductive work behavior
what does dissatisfaction in work often result in
counterproductive work behavior
standing up for your beliegs
courageous
The harnessing of organizational members' selves to their work roles - "employees "give it their all"
employee engagement
the harnessing of organization members' selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performance
employee engagement
psychological process that arouses interest in doing something, and it directs and guides behavior
employee motivation
doing something you enjoy or care about, boss
environmental factors
brotherhood/equal opportunity for all
equality
if an individual perceives that their work outcomes relative to their work inputs are greater than or equal to relevant others work outcomes relative to work inputs
equity
moral compass/do good things right
ethics
most important terminal value
ethics
active and destructive in job dissatisfaction theory
exit
employee choose to leave the organization
exit
what are the solutions in the job dissatisfaction theory
exit, voice, neglect, loyalty
taking care of loved ones
family security
consists of giving employees flexible work hours that allow people to come and go at different times, as long as they work the normal number of hours
flextime
willing to pardon others
forgiving
independence/free choice
freedom
what can happen as a result of foundations laid at work
good or bad
what is the level of correlation between Organizational citizenship behavior and job satisfaction
high
what is the level of the correlation between employee motivation and job satisfaction
high
sincere and truthful
honesty
saying one thing but acting another way
hypocrite
what can the outcome of cognitive dissonance look like
hypocrite
-preferable modes of behavior -the means of achieving your terminal values
instrumental values
adjectives to terminal values
instrumental values
values which are means to the end
instrumental values
relative importance with other values
intensity
which value system has to do with order
intensity
When employees are dissatisfied with job they have four basic responses they can utilize
job dissatisfaction theory
represents the extent to which an individual is personally involved with his or her work role
job involvement
the extent to which an individual is personally involved with his or her work role -giving it 100%
job involvement
what can affect behavior regarding job satisfaction
job performance, organizational citizenship behavior, counterproductive work behavior, turnover
An affective or emotional response toward various facets of one's job
job satisfaction
The employees feelings about his/her job resulting from his/her evaluation of its characteristics
job satisfaction
The extent to which an individual likes his or her job
job satisfaction
an affective or emotional response toward various facets of one's job
job satisfaction
decreases instances of workplace deviance
job satisfaction
your idea on right versus wrong
judgement
working for the welfare of others
kindness
a sense of accomplishment
lasting contribution
examples of withdrawl
lateness, absenteeism, turnover
health and well-being
longevity
employee remains in organization and just waits for change
loyalty
likely to stay with organization
loyalty
passive and constructive in job dissatisfaction theory
loyalty
how can we apply Schwartz theory to the workplace
managers can better supervise workers if they use the model to understand employee's values and motivation
if what an individual actually receives from a job is greater than what an individual expects to receive from a job
met expectations
represent the difference between what an individual expects to receive from a job, such as good pay and promotional opportunities, and what he or she actually receives
met expectations
what is the correlation between job performance and job satisfaction
moderate
what is the level of the correlation between job involvement and job satisfaction
moderate
what happens if people are on opposite ends of schwartz's spectrum
more conflict
what can affect attitude regarding job satisfaction
motivation, job involvement, perceived stress
what does schwartz's value theory say values are
motivational
extent to which characteristics of the job allow needs to be filled
need fulfillment
physiological deficiencies that arouse behavior
needs
destructive and passive in job dissatisfaction theory
neglect
employees choose to slack on their work and allow conditions to worsen
neglect
Does job satisfaction cause superior performance or does superior performance drive job satisfaction??
no, can be both
programs that help employees to integrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics by clarifying work-role expectations and responsibilities
on boarding
career opportunities, validation on how they are doing, reputation, recognition (important)
organization level factors
speaking up company on the outside; type of PR person
organizational citizenry
-Individual behavior that is discretionary -Talking positively about the organization -Internal and externally -Not part of employees' formal job description
organizational citizenship behavior
individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization
organizational citizenship behavior
help work groups and the organization to effectively achieve goals
organizational citizenship behaviors
The extent to which an individual identifies with an organization and commits to its goals
organizational commitment
reflects the extent to which an individual identifies with an organization and commits to its goals
organizational commitment
Reflects the extent to which employees believe that the organization: Values their contributions Genuinely cares about their well-being Rewards are fair Supervisors are supportive
perceived organizational support
reflects the extent to which employees believe their organization values their contributions and genuinely cares about their well-being
perceived organizational support
Highly correlated to absenteeism / turnover
perceived stress
Strong negative impact on job satisfaction AND employee engagement
perceived stress
negative effects on many different OB-related outcomes
perceived stress
tends to be relatively stable
person's value hierarchy
represent our feelings or opinions about people, places, and objects
personal attitudes
do you like working with the people you come into contact with
personal factors
economic success
prosperity
will work for you and want something in return
psychological contract
represent an individual's perception about the terms and conditions of a reciprocal exchange between him- or herself and another party
psychological contracts
who created the value survey
rokeach
show patterns of values and conflict congruity
schwartz's value theory
ten broad values guide and predict work behaviors
schwartz's value theory
competent and efficient
self-reliance
2nd strong correlation with how people view the social context of their work -Interaction with colleagues / hands off supervision
social component
environmental characteristics that cause stress
stressors
allows employees to do all or some of their work from home, using advanced telecommunications technology and Internet tools to send work electronically from home to the office, and vice versa
telecommuting
-desireable end state -goals we want to achieve in our lifetime
terminal values
how do we organize our values
terminal vs instrumental
what do your values generally match in the workplace
the company's organizational culture
The strongest correlation with overall satisfaction -The tasks / variety / independence / feedback
the work itself
what two things, in summary, cause job satisfaction
the work itself and the social component
what is there a positive relationship between a person's organizational commitment and
their motivation, productivity, and loyalty
the degree to which personal traits and genetic factors match characteristics of the work environment
traits/genetic components
can be positive if poor performers are leaving and negative if good employees leave
turnover
employee fired or left
turnover
an employee's perception that a job allows for the fulfillment of an individual's important values
value attainment
the idea underlying that satisfaction results from the perception that a job allows for fulfillment of an individual's important values
value attainment
represents a prioritizing of individual values by content and intensity
value systems
Abstract ideals that guide one's thinking and behavior across all situations
values
abstract ideals that guide one's thinking and behavior across all situations
values
are relatively stable
values
carry a judgement
values
describe our belief system
values
generally don't change but may be in a different order as age
values
what causes a motivating or demotivating effect at work
values
where do attitudes come from
values
where does behavior come from
values
what is the difference between personal values and attitudes
values: global, broad, and affect behavior variously attitudes: specific, targeted, and affect intentions
active and constructive in job dissatisfaction theory
voice
employees work towards active, constructive means to improve conditions
voice
when do people employ and express themselves physically, cognitively, and emotionally during role performance
when engaged
when are positive employee attitudes and motivation greatest according to Schwartz theory
when the work environment is consistent with employee values
an individual's overall thoughts and feelings about quitting
withdrawal cognitions
who do values vary amongst
work groups
an outcome of various OB-related processes, including leadership
workplace attitudes
are attitudes different from values
yes
