Chapter 3: Attitudes and job satisfaction

The three components of an attitude

1. Cognitive component 2. Affective component 3. Behavioral component

Four employee responses to job dissatisfaction

1. Exit 2. Voice 3. Loyalty 4. Neglect

Job satisfaction

A positive feeling about one's job resulting from an evaluation of its characteristics.

counterproductive work behavior (cWB)

Actions that actively damage the organization, including stealing, behaving aggressively toward coworkers, or being late or absent.

Employee engagement

An individual's involvement with, satisfaction with, and enthusiasm for the work he or she does.

Behavioral component

An intention to behave in a certain way toward someone or something

Corporate social responsibility (cSR)

An organization's self-regulated actions to benefit society or the environment beyond what is required by law

Cognitive dissonance

Any incompatibility between two or more attitudes or between behavior and attitudes

core self-evaluation (cSE)

Believing in one's inner worth and basic competence People who have positive core self-evaluations (CSEs)—who believe in their inner worth and basic competence—are more satisfied with their jobs than people with negative CSEs.

Loyalty

Dissatisfaction expressed by passively waiting for conditions to improve

Voice

Dissatisfaction expressed through active and constructive attempts to improve conditions

Neglect

Dissatisfaction expressed through allowing conditions to worsen.

Exit

Dissatisfaction expressed through behavior directed toward leaving the organization.

Psychological empowerment

Employees' belief in the degree to which they affect their work environment, their competence, the meaningfulness of their job, and their perceived autonomy in their work.

Attitudes

Evaluative statements or judgments concerning objects, people, or events. Typically, researchers assume attitudes have three components: cognition, affect, and behavior:

Job involvement

The degree to which a person identifies with a job, actively participates in it, and considers performance important to self-worth

Organizational commitment

The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization

Perceived organizational support (POS)

The degree to which employees believe an organization values their contribution and cares about their well-being

Power distance

The degree to which people in a country accept that power in institutions and organizations is distributed unequally

Affective component

The emotional or feeling segment of an attitude

Cognitive component

The opinion or belief segment of an attitude