Chapter 3: Attitudes and job satisfaction
The three components of an attitude
1. Cognitive component 2. Affective component 3. Behavioral component
Four employee responses to job dissatisfaction
1. Exit 2. Voice 3. Loyalty 4. Neglect
Job satisfaction
A positive feeling about one's job resulting from an evaluation of its characteristics.
counterproductive work behavior (cWB)
Actions that actively damage the organization, including stealing, behaving aggressively toward coworkers, or being late or absent.
Employee engagement
An individual's involvement with, satisfaction with, and enthusiasm for the work he or she does.
Behavioral component
An intention to behave in a certain way toward someone or something
Corporate social responsibility (cSR)
An organization's self-regulated actions to benefit society or the environment beyond what is required by law
Cognitive dissonance
Any incompatibility between two or more attitudes or between behavior and attitudes
core self-evaluation (cSE)
Believing in one's inner worth and basic competence People who have positive core self-evaluations (CSEs)—who believe in their inner worth and basic competence—are more satisfied with their jobs than people with negative CSEs.
Loyalty
Dissatisfaction expressed by passively waiting for conditions to improve
Voice
Dissatisfaction expressed through active and constructive attempts to improve conditions
Neglect
Dissatisfaction expressed through allowing conditions to worsen.
Exit
Dissatisfaction expressed through behavior directed toward leaving the organization.
Psychological empowerment
Employees' belief in the degree to which they affect their work environment, their competence, the meaningfulness of their job, and their perceived autonomy in their work.
Attitudes
Evaluative statements or judgments concerning objects, people, or events. Typically, researchers assume attitudes have three components: cognition, affect, and behavior:
Job involvement
The degree to which a person identifies with a job, actively participates in it, and considers performance important to self-worth
Organizational commitment
The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization
Perceived organizational support (POS)
The degree to which employees believe an organization values their contribution and cares about their well-being
Power distance
The degree to which people in a country accept that power in institutions and organizations is distributed unequally
Affective component
The emotional or feeling segment of an attitude
Cognitive component
The opinion or belief segment of an attitude