OB Chapter 2: Values and Attitudes

Employee Engagement

"the harnessing of organization members' selves to their work roles

Committed Individuals tend to display two outcomes

- Likely continuation of their employment with the organization - Greater motivation toward pursuing organizational goals and decisions

Person Factors

- Personality - Positive psychological capital - Human and social capital

individual level

- Task performance - Workplace attitudes - Well-being flourishing - Citizenship behavior. Counterproductive behavior - Turnover

Organizational Level

-Accounting/Finance performance - Customer Service/Satisfaction

Ajzen/Fishbein Determinants of Intention

1. Attitude toward the behavior 2. Subjective norms 3. Perceived behavioral control

Festinger 3 ways to reduce cognitive dissonance

1. Change your attitude or behavior 2. Belittle the importance of the inconsistent behavior 3. Find constant elements that outweigh dissonant ones

Savvy Managers four key workplace attidues

1. Organizational Commitment 2. Employee Engagement 3. Perceived Organizational Support 4. Job Satisfaction

Understanding the way values affect our behavior matters for two reasons

1.) Guide our actions across all situations 2.) You will be more effective at influencing others' attitudes and behaviors when you are armed with an understanding of values and their effects

met expectations

Meet employees expectations about what they will receive from the job

Equity

Monitor employees' perceptions of fairness and interact with them so they feel fairly treated

organizational commitment

The extent to which an individual identifies with an organization and commits to its goals

perceived behavioral control

The perceived ease or difficulty of performing the behavior, assumed to reflect past experience and anticipated obstacles

commitment

a force that binds an individual to a course of action of relevance to one or more targets

Subjective norm

a social factor representing the perceived social pressure for or against the behavior

Values

abstract ideals that guide one's thinking and behavior across all situations -Stem from our parents values and our experiences

Telecommuting

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

job satisfaction

an affective or emotional response toward various facets of one's job

Workplace Attitudes

an outcome of various OB-related processes, including leadership - attitudes that have resulted from the interaction of various individual, group, and organizational processes

Withdrawal Cognitions

capture this thought process by representing an individual's overall thoughts and feelings about quitting

affective component

contains the feelings or emotions one has about a given object or situation - "I Feel" Ex.) People who talk on their cell phones in restaurants -----If you feel annoyed with such people, you are experiencing a negative affect toward them

Dispositional/Genetic Components

hire employees with an appropriate disposition

Situation Factors

job characteristics, leadership, organizational climate, stressors

Needs

physiological or psychological deficiencies that arouse behavior

cognitive component

reflects our beliefs or ideas about an object or situation - "I Believe" Ex.) People who talk on their phone in restaurants -----Your idea that such behavior is rude (or not) represents the cognitive component of your attitude

Perceived Organizational Support (POS)

reflects the extent to which employees believe their organization values their contributions and genuinely cares about their well-being

Personal Attitudes

relate only to behavior directed toward specific objects, persons, or situations

Attitude's

represent our feelings or opinions about people, places, and objects and range from positive to negative

Psychological contracts

represents an individual's perception about the reciprocal exchange between him or herself and another party - an employee belief about what he or she is entitled to receive in return for what he or she provides to the organization

job involvement

represents the extent to which an individual is personally involved with his or her work role

cognitive dissonance

represents the psychological discomfort a person experiences when simultaneously holding two or more conflicting cognitions (ideas, beliefs, values, or emotions)

Our values are relatively

stable - Positive employee attitudes and motivation are greatest when the work environment is consistent with employee values

Value attainment

structure the job and its rewards to match employee values

Attitude toward the behavior

the degree to which a person has a favorable or unfavorable evaluation or appraisal of the behavior in question

Behavioral Component

the way we intend or expect to act toward someone or something - "I intend" - Ex.) People talking on phone in restaurant ----your intended respond like going up to them and telling them to stop

Need Fulfillment

understand and meet employees' needs

Schwartz's Value Theory

values are motivational in that they represent broad goals that apply across contexts and time - Openness to Change - Self-Transcendence - Conservation - Self-Enhancement