Chapter 2 - Values and Attributes

Hedonism

(Openness to Change) please and sensuous gratification for oneself

Two branches of _______________________ management are management science and operations management. quantitative qualitative subjective objective top-down

quantitative

Tradition

(Conservation) respect, commitment and acceptance of the customs and ideas that traditional culture or religion provides the self

Conformity

(Conservation) restraint of actions, inclinations and impulses likely to upset or harm others and violate social expectations or norms

Stimulation

(Openness to Change) excitement, novelty and challenge in life

Achievement

(Self-Enhancement) personal success through demonstrating competence according to social standards

Job Satisfaction

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

Research has found that some aspects of an individual's disposition are significantly associated with some aspects of job satisfaction, such as having autonomy or receipt of rewards.

True

Job Involvement

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

Needs

physiological or psychological deficiencies that arouse behavior

Cognitive Dissonance

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

A manager should use Schwartz's model to understand employees and assign them tasks that are consistent with their values.

True

Attitudes have three components: affective, cognitive, and behavioral.

True

5 Models of Job Satisfaction

need fulfillment, met expectations, value attainment, equity, dispositional/genetic components

Organizational commitment exists to the degree that the person is satisfied with his or her job

False

A manager who displays independence of thought, action, and feelings is demonstrating Schwartz's value of conservation.

False

________ is the extent to which an individual identifies with an organization and commits to its goals. Perceived organizational support Organizational commitment Organizational satisfaction Job involvement Job satisfaction

Organizational commitment

Stressors

environmental characteristics or factors that cause and produce stress

Personal attitudes affect _______ via ______. behavior; values behavior; intentions values; behavior values; intentions values; cognitions

behavior; intentions

Azjen's Theory of Planned Behavior suggests 3 key general motives predict/influence intention and behavior

Attitude toward the behavior- degree to which a person has a favorable/unfavorable evaluation of the behavior in question Subjective norm- a social factor representing the perceived social pressure for or against the behavior Perceived Behavioral Control - perceived ease/difficulty of performing the behavior, assumed to reflect past experience and anticipated obstacles

You are unlikely to say anything to someone smoking in the nonsmoking section of a restaurant if you have no intention of confronting the smoker. Your intention reflects the __________ component of your attitude toward people smoking in restaurants. behavioral intellectual cognitive normative affective

behavioral

The _____ model suggests that managers should monitor employees' perceptions of fairness. met expectations need fulfillment equity value attainment dispositional components

equity

Job involvement represents the extent to which an individual is personally involved with his or her work role. This has nothing to do with job satisfaction.

False

Job satisfaction has a negative association with OCB and a positive relationship with CWB.

False OCB= organizational citizenship behavior CWB= counterproductive work behavior

Job satisfaction is not a unitary concept; a person may be satisfied with one aspect of his or her job and dissatisfied with one or more other aspects.

True

Values

abstract ideals that guide one's thinking and behavior across all situations

3 components of attitude

affective- the feelings or emotions one has about a given object or situation cognitive- the beliefs or ideas one has about an object or situation behavioral- how one intends or expects to act toward someone or something

Attitudes

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

Value Attainment

satisfaction that results from the perception that a job allows for fulfillment of an individual's important values

Met Expectations

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

Perceived Organizational Support (POS)

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

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 Components: urgency; focus; intensity; enthusiasm

Schwartz's Value Theory

values are motivational in that they represent broad goals that apply across contexts and time First Bipolar Dimension: - Self-Transcendence (concern for the welfare of others) - Self-Enhancement (pursuit of one's own interests) Second Bipolar Dimension - Openness to Change (self-directed independence) - Conservation (conformity)

Schwartz's model suggests that: values are unstable. values are important but have no direct effect on motivation. values may conflict with each other. we are always aware of our values and how they influence us. values are formed when we are in our early adulthood.

values may conflict with each other.

Security

(Conservation) safety, harmony and stability of society, of relationships and of self

Self-Direction

(Openness to Change) independent thought and action, choosing, creating, exploring

Power

(Self-Enhancement) social status and prestige, control or dominance over people and resources

Benevolence

(Self-Transcendence) preservation and enhancement of the welfare of people with whom one is in frequent personal contact

Universalism

(Self-Transcendence) understanding, appreciation, tolerance and protection of the welfare of all people and of nature

Onboarding Programs

Programs helping employees to integrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics and by clarifying work-role expectations and responsibilities

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

Withdrawal Cognition

an individual's overall thoughts and feelings about quitting

Workplace Attitudes

an outcome of various OB-related processes, including leadership

Counterproductive Work Behavior

behavior that harms other employees, the organization as a whole, or organizational stakeholders such as customers and shareholders

Psychological Contracts

An individual's perception about the terms and conditions of a reciprocal exchange with another party.

______ programs help employees to integrate, assimilate, and transition to new jobs. Incoming Onboarding Involvement Sink-or-swim Engagement

Onboarding

Organizational Commitment

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

Bullying

The repeated mistreatment of an individual or individuals by aggressive, unreasonable behavior, including persistent abuse and humiliation by verbal, nonverbal, psychological or physical means

Cognitive dissonance is the psychological discomfort a person experiences when simultaneously holding two or more conflicting cognitions.

True

Flextime

a policy of giving employees flexible work hours so they can come and go at different times, as long as they work a set number of hours

When Harry has a perceived conflict with a co-worker, he will send them e-mails that are taunting or insulting. This is an example of OCB. COW. CWB. POS. EEG.

counterproductive work behaviors (CWB)

Roger, a manager, knows that one of his employees values conformity and tradition. Roger should assign the employee to a job that includes high social value. high security. high respect, commitment, and acceptance. high control over others. high influence over others.

high respect, commitment, and acceptance.

Organizational Citizenship Behavior (OCB)

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

Values tend to vary across generations because they are influenced by events in childhood and youth. For example, some parents lived through the Depression, and this experience led them to be risk takers in terms of their investments.

False

Donna works as a project manager for a major consumer products firm. She works with beliefs, perceptions, and informal obligations about what she is entitled to receive in return for what she provides to the organization. Janice's beliefs represent a(n) high level of emotional labor. employment contract. high normative commitment. high affective commitment. psychological contract.

psychological contract.