Chapter 4 Terms

Job characteristics theory suggests that job satisfaction depends upon which of the following: Select one: a. Whether someone's perceptions are really seeing the value of a job properly b. Whether your perceptions of the job satisfy the things you feel are important c. Whether the monetary reinforcement you get from a job provides satisfaction d. Whether the core characteristics of the work itself provides satisfaction

D. Whether the core characteristics of the work itself provides satisfaction

Flow

a state in which employees feel a total immersion in the task at hand, sometimes losing track of how much time has passed. People often describe flow as being "in the zone" and report heightened states of clarity, control, and concentration, along with a sense of enjoyment, interest, and loss of self-consciousness.

The statistical correlation between job satisfaction and job performance is: Select one: a. Positive b. Not Significant c. Negative

a. positive

Moods

are states of feeling that are often mild in intensity, last for an extended period of time, and are not explicitly directed at or caused by anything.

Values

are those things that people consciously or subconsciously want to seek or attain.

Value-percept theory

argues that job satisfaction depends on whether you perceive that your job supplies the things that you value. This theory can be summarized with the following equation: Dissatisfaction = (Vwant - Vhave) × (Vimportance)

Value-percept theory suggests that job satisfaction depends upon which of the following: Select one: a. Whether someone's perceptions are really seeing the value of a job properly b. Whether your perceptions of the job satisfy the things you feel are important c. Whether the core characteristics of the work itself provides satisfaction d. Whether the monetary reinforcement you get from a job provides satisfaction

b. Whether your perceptions of the job satisfy the things you feel are important

the statistical correlation between job satisfaction and organizational commitment is: Select one: a. Negative b. Not significant c. Positive

c. positive

Knowledge and skill/ Growth and strength

captures whether employees have strong needs for personal accomplishment or developing themselves beyond where they currently are). In the jargon of theory diagrams, these variables are called "moderators." Rather than directly affecting other variables in the diagram, moderators influence the strength of the relationships between variables. If employees lack the required knowledge and skill or lack a desire for growth and development, more variety and autonomy should not increase their satisfaction very much.

Which of the following is an appropriate way to differentiate between mood and emotional states? Select one: a. Moods are short-term; emotions are long-term b. Both are long-term but moods are more intense c. Both are long-term but emotions are more intense d. Moods are long-term; emotions are short-term

d. Moods are long-term; emotions are short-term

Job characteristics theory

describes the central characteristics of intrinsically satisfying jobs, attempts to answer this question. ____________ theory argues that five core job characteristics (variety, identity, significance, autonomy, and feedback, which you can remember with the acronym "VISAF")

Negative emotions

include anger, anxiety, fear, guilt, shame, sadness, envy, and disgust.

Positive emotions

include joy, pride, relief, hope, love, and compassion.

Job satisfaction

is a pleasurable emotional state resulting from the appraisal of one's job or job experiences.1 In other words, it represents how you feel about your job and what you think about your job.

Significance

is the degree to which the job has a substantial impact on the lives of other people, particularly people in the world at large. Virtually any job can be important if it helps put food on the table for a family, send kids to college, or make employees feel like they're doing their part for the working world. That said, _______ as a core job characteristic captures something beyond that—the belief that this job really matters. When employees feel that their jobs are ________, they can see that others value what they do and they're aware that their job has a positive impact on the people around them.

Pleasantness and activation

moods can be categorized in two ways. the horizontal axis of the figure reflects whether you feel pleasant (in a "good mood") or unpleasant (in a "bad mood"). The figure uses green colors to illustrate pleasant moods and red colors to illustrate unpleasant moods. Second, the vertical axis of the figure reflects whether you feel activated and aroused or deactivated and unaroused. The figure uses darker colors to convey higher levels of activation and lighter colors to convey lower levels. Note that some moods are neither good nor bad. For example, being surprised or astonished (high activation) and quiet or still (low activation) are neither pleasant nor unpleasant. As a result, those latter moods are left colorless in.

Promotion satisfaction

refers to employees' feelings about the company's promotion policies and their execution, including whether promotions are frequent, fair, and based on ability.

Coworker satisfaction

refers to employees' feelings about their fellow employees, including whether coworkers are smart, responsible, helpful, fun, and interesting as opposed to lazy, gossipy, unpleasant, and boring.

Pay satisfaction

refers to employees' feelings about their pay, including whether it's as much as they deserve, secure, and adequate for both normal expenses and luxury items.8 Similar to the other facets, _________satisfaction is based on a comparison of the pay that employees want and the pay they receive

Supervision satisfaction

reflects employees' feelings about their boss, including whether the boss is competent, polite, and a good communicator (rather than lazy, annoying, and too distant).

Identity

s the degree to which the job requires completing a whole, identifiable, piece of work from beginning to end with a visible outcome. When a job has high _________, employees can point to something and say, "There, I did that." The transformation from inputs to finished product is very visible, and the employee feels a distinct sense of beginning and closure.

Emotion contagion

shows that one person can "catch" or "be infected by" the emotions of another person. If a customer service representative is angry or sad, those negative emotions can be transferred to a customer (like a cold or disease). If that transfer occurs, it becomes less likely that customers will view the experience favorably and spend money, which potentially harms the bottom line.

Feedback

the degree to which carrying out the activities required by the job provides employees with clear information about how well they're performing. A critical distinction must be noted: This core characteristic reflects _______ obtained directly from the job as opposed to feedback from coworkers or supervisors.

Life satisfaction

the degree to which employees feel a sense of happiness with their lives. Research shows that job satisfaction is one of the strongest predictors of life satisfaction. Put simply, people feel better about their lives when they feel better about their jobs.

Autonomy

the degree to which the job provides freedom, independence, and discretion to the individual performing the work. When your job provides _______, you view the outcomes of it as the product of your efforts rather than the result of careful instructions from your boss or a well-written manual of procedures. ________ comes in multiple forms, including the freedom to control the timing, scheduling, and sequencing of work activities, as well as the procedures and methods used to complete work tasks.

Variety

the degree to which the job requires a number of different activities that involve a number of different skills and talents. When ______ is high, almost every workday is different in some way, and job holders rarely feel a sense of monotony or repetition.

Job enrichment

the duties and responsibilities associated with a job are expanded to provide more variety, identity, autonomy, and so forth. Research suggests that such enrichment efforts can indeed boost job satisfaction levels.

Emotional labor

the need to manage emotions to complete job duties successfully.60 Flight attendants are trained to "put on a happy face" in front of passengers, retail salespeople are trained to suppress any annoyance with customers, and restaurant servers are trained to act like they're having fun on their job even when they're not.

Job crafting

where they shape, mold, and redefine their jobs in a proactive way. For example, they might alter the boundaries of their jobs by switching certain tasks, they might change specific collaborative relationships, or they might reenvison how they view their work, relative to the broader context of the organization's mission.

Emotions

which are states of feeling that are often intense, last for only a few minutes, and are clearly directed at (and caused by) someone or some circumstance. The difference between moods and emotions becomes clear in the way we describe them to others. We describe moods by saying, "I'm feeling grouchy," but we describe emotions by saying, "I'm feeling angry at my boss."

Responsibility for outcomes

which captures the degree to which employees feel that they're key drivers of the quality of the unit's work. Sometimes employees feel like their efforts don't really matter because work outcomes are dictated by effective procedures, efficient technologies, or more influential colleagues.

Meaningfulness of work

which reflects the degree to which work tasks are viewed as something that "counts" in the employee's system of philosophies and beliefs

knowlege of results

which reflects the extent to which employees know how well (or how poorly) they're doing. Many employees work in jobs in which they never find out about their mistakes or notice times when they did particularly well.

affective events theory

workplace events can generate affective reactions—reactions that then can go on to influence work attitudes and behaviors. Workplace events include happenings, like an annoying e-mail from a boss or a funny conversation with a friend, that are relevant to an employee's general desires and concerns. These events can trigger emotions.