Μidterm 304

First Bipolar Dimension

-self-enhancement -self-transcendence

psychological contract

A set of perceptions of what employees owe their employers, and what their employers owe them.

subjective norms

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

job satisfaction

An effective or emotional response towards various facets of ones job

psychological contract

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

Job satisfaction and employee engagement are two workplace —— measured by management

Attitudes

Personal values exemplify beliefs while personal —- are more specific to a situation person or object

Attitudes

Divers of intrinsic motivation

Autonomy, mastery, purpose

cognitive attitude

Beliefs or ideas that one has about given object or situation

Individuals committed to an organization tend to display a

Continuation of employment with the firm

Organizations can promote desired behaviors and not CWBs by

Defining desired behaviors Motivating desired behaviors Designing jobs that increase satisfaction

Kahn described "the harnessing of organization members selves to their work roles" as

Employee engagement

I do this because I'm paid

Extrinsic

affective attitude

Feelings or emotions that one has about a given object or situation

stress is positively related to

Heart disease, turnover, viral infections, absenteeism

disposition

Hire employees with an appropriate disposition

behavioral attitude

How one intends or expects to act toward someone or something

I do this because I like it

Intrinsic

Workplace attitudes managers pay attention to

Job satisfaction Perceived organizational support Organizational commitment Employee engagement

Factors that drive employee engagement

Leadership Job characteristics Stressors

need for affiliation

Maintain social relationships, be liked, join groups

met expectations

Meet expectations of employees about what they will receive from job

Equity

Monitor employees perceptions of fairness

perceived stress

Negative association with employee engagement

Behavioral outcomes of job satisfaction

Organizational citizenship Job turnover Job performance

How can the POS be increased

Provide job security Treat employees fairly Avoid political behavior Limit work environment stressors

conservation

Security, tradition

Personal attitudes are related to behaviors directed towards

Situations Objects People

Attitude toward the behavior

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

perceived behavioral control

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

Motivation

The underlying psychological influences over our behavior or thoughts

Three mistakes when interpreting motivation

They are just like me- what motivates me will motivate them They are all just like each other- what motivates one person motivates another person They are just like they were yesterday- what motivated them yesterday will motivate them today

Characteristics related to OCB

They are voluntary They promote the firms productivity

Job satisfaction is not a unitary concept

True

Perceptions of organizational support can either be positive or negative

True

employee engagement

When people express themselves physically, cognitively, and emotionally during a role performance

intrinsic motivation

a desire to perform a behavior effectively for its own sake

extrinsic motivation

a desire to perform a behavior to receive promised rewards or avoid threatened punishment

Withdrawal Cognitions

an individual's overall thoughts and feelings about quitting

Counterproductive work behavior

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

need for power

desire to influence, coach, teach, or encourage others to achieve

Organizational citizenship behavior

discretionary behavior that is not part of an employee's formal job requirements, but which promotes the effective functioning of the organization

Equity Theory of Motivation

focuses on our perceptions of how fairly we're treated relative to others

personal values

global, broad, variously

Herzberg's Two-Factor Theory

proposed that work satisfaction and dissatisfaction arise from two different factors - work satisfaction from so-called motivating factors and work dissatisfaction from so-called hygiene factors

Openness to change

self direction, stimulation

Personal Attitudes

specific, targeted (specifically), affects behavior via intentions

Acquired Needs Theory

states that three needs - achievement, affiliation, and power - are major motives determining people's behavior in the workplace

value attainment

structure the job and its rewards to match employee values

need for achievement

the desire to excel, overcome obstacles, solve problems, and rival and surpass others

job satisfaction

the extent to which a person is content in his or her job

Expectancy Theory

the theory that people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will be offered attractive rewards

Need fulfillment

understand and meet employees' needs