Chapter 2 (Values and Attitudes)

Perceived Organizational Support

(POS) Reflects the extend to which employees believe their organization values their contributions and genuinely cares about their well-being Can be positive or negative

Values

-Abstract ideals that guide ones thinking and behavior across all situations. -Influenced by religion, parents, experiences, societies. -Relatively stable -Vary across generations (due to different childhood events) -input in integrative framework

Schwartz Value Theory

-Believes values are motivational and they represent broad goals that apply across contexts and time -Divided into two bipolar dimensions (bipolar 1 = Self Enhancement (universalism, benevolence) and Self-transcendence (power, achievement)) (Bipolar 2 = Openness to change (self directions, stimulation) and conservation (security, conformity, tradition)) -values the are close together in model are positively related, where values across from each other conflict one another.

Organizational level factors of job characteristics

-Career opportunities -managing performance -organizational reputation -communication -recognition

Environmental factors of job Characteristics

-Job Characteristics -leadership -stressors (All can contribute to employee engagement)

Outcomes of job performance (behavior)

-Job performance -Organizational Citizenship Behavior (OCB) -Counterproductive Work Behavior (CWB) -Turnover

Committed individuals tend to display two outcomes...

-Likely to stay with organization -More motivation in pursuing organizational goals and decisions

What are the Attitudinal outcomes of Job Satisfaction?

-Motivation -Job involvement -withdrawal Cognitions -Perceived stress

Outcomes of Job performance (Attitudes)

-Motivation -Job involvement -withdrawal cognitions (thinking of quitting) -perceived stress

What are the 5 predominate models of job satisfaction?

-Need fulfillment (meet employee needs) -Met expectations (Met what employees expect) -Value attainment (structure company rewards to match employee values) -Equity (treat people fairly) -Dispositional/genetic components (hire employees that are fit for the job)

What are the four key workplace attitudes that managers track?

-Organizational commitment -Employee engagement -Perceived organizational support -Job satisfaction Represent important outcomes managers want and where they can improve, and what they want to enhance

Personal Factors of job characteristics

-Positive or optimistic personalities -Proactive personality -Conscientiousness (All can contribute to employee engagement)

What are the three components of Attitudes?

Affective Cognitive Behavioral All work together to predict/make our attitudes

Job Satisfaction

An affective or emotional response toward various facets of ones job not a unitary concept Based on cognition and affect

Workplace Attitudes

Attitudes that have resulted from the interaction of various individual, group, and organizational processes Positively related to performance Negatively related to absenteeism and turnover

Attitudes represent...?

Behavior TARGETED towards SPECIFIC objects, persons or situations. Affects behavior via intentions.

Counterproductive work behavior

Behavior that harms other employees, the organization or organizational stakeholders such as customers negative relationship with job satis.

Job satisfaction and performance are MODERATELY related

Both variables indirectly influence the other

Organizational-level factors that contribute to employee engagement are...

Career opportunities managing performance organization reputation communication recognition

3 Ways to reduce cognitive dissonance...

Change your attitude or behavior or both Belittle the importance of the inconsistent behavior (do you need to help overtime someone asks?) Find consonant elements that outweigh dissonant ones (justifying why you can't help them)

Companies such as Starbucks and REI are good examples of...?

Companies where attention to the input of values of person factor could yield measurable positive outcomes such as low turnover, higher retention, increased employee engagement and customer satisfaction

Affective Component of Attitude ("I feel")

Contains the feelings or emotions one has about a given object or situation (How do you feel about someone talking on their cellphone at dinner?)

Needs fulfillment models propose that satisfaction is..

Determined by the extent to which the characteristics of a job allow an individual to fulfill their needs

Values represent....?

GLOBAL beliefs that influence behavior across ALL situations and affects behavior VARIOUSLY.

Employee Engagement

Harnessing of organization members to their work roles. Are they giving it their all. When people express themselves physically, cognitively, and emotionally during job performance

Perceived stress

Has a strong negative relationship to job satisfaction and employee engagement

Behavioral Component of Attitude ("I intend")

How one intends or expects to act toward something or someone (How do you respond or act with someone on the phone at dinner?")

Simplest thing managers use to change employee behavior is...?

Information (Work news announcements, news on key managers, updated human resources, etc..) Ex: If companies want higher employee retention, they should provide information on the importance of staying with your company

Ajzen & Fishbein Theory's 3 components

Intentions is a key link between attitudes and planned behavior -Attitude toward behavior (how you feel about behavior) -Subjective norm (social pressure for or against the behavior) -Perceived behavioral control (the perceived ease or difficulty of performing the behavior)

Attitudes

Our feelings or opinions about people, places, or objects, and range from positive to negative. Important because they impact behavior

What factors can contribute to employee engagement?

Personal factors environmental characteristics

Personal factors such as ...... can contribute to employee engagement

Personality Conscientiousness

Job Satisfaction had a positive association with? Negative one with?

Positive: Job performance and organizational citizenship behavior (OCB) Negative: Counterproductive work behavior (CWB) and turnover

Cognitive Component of Attitude ("I believe")

Reflects the beliefs or ideas one a has about an object or situation (What is you belief about people talking on the phone at dinner? Rude?)

Organizational Commitment

Reflects the extend to which an individual identifies with an organizational and commits to its goals Depends on quality of an employees psychological contract

Withdrawal Cognitions

Represents an individuals overall thoughts and feelings about quitting

Psychological Contract

Represents an individuals perception about the terms and conditions of a reciprocal exchange between himself and another party. Employees beliefs of what he or she is entitles to. (fair working conditions, getting paid)

Met Expectations Model

Represents the difference between what an individual expects to receive from a job and what they actually receive

Cognitive Dissonance

Represents the psychological discomfort a person experiences when simultaneously holding two or more conditions (ideas, beliefs, values, or emotions)

Equity Model

Satisfaction depends on how "fairly" an individual is treated at work

Value Attainment

Satisfaction results from the perception that a job allows for fulfillment of an individuals important values

Hertz berg's Two-Factor Theory

Satisfaction-no satisfaction (intristic "motivatior" factors) Dissatisfaction-no dissatisfaction (Extrinsic "hygiene" factors)

Maslow Hierarchy of Needs

Satisfied internally -Self-actualization (Challenging Job) -Esteem (Job title) -Social (Work friends) Satisfied externally -Safety (Pension Play) -Psychological (Base Salary)

Job involvement

The extent to which an individual is personally involved with their work role

Norms of Reciprocity

The return of a favorable treatment

Schwartz 10 Core Values

Universalism (self-trans) Benevolence (self-trans) Tradition (conservation) Conformity (conservation) Security (conservation) Power (self-enhance) Achievement (self-enhance) Hedonism (self-enha. /open to change) Stimulation (openness to change) Self-direction (openness to change)

4 Feelings of employee engagement

Urgency Being Focused Intensity Enthusiasm

Organizational-level outcomes are....

customer satisfaction more productivity greater profitability

Positive relationship between employees...?

engagement and performance, physical and psychological well-being, customer satisfaction and corporate gain

Organizational Citizenship Behavior (OCB)

individual behavior that is discretionary, not directly or explicitly recognized by formal reward systems, in aggregate, promotes effective functioning or the organization (Positive relationship with job satis.)

Foster POS (perceived organizational support) by...

treating employees fairly avoiding political behavior providing job security giving people more autonomy reducing work stressors eliminate abusive supervision