MGMT 2103 CH.9
Values
Abstract ideals that guide one's thinking and behavior across all situations; relatively stable.
Job satisfaction
An affective or emotional response toward various facets of one's job; the extent to which an individual likes his or her job.
Withdrawal cognitions
An individual's overall thoughts and feelings about quitting.
Intentions
Attitudes affect behavior via these.
Counterproductive Work Behavior (CWB)
Behavior that harms other employees, the organization as a whole, or organizational stakeholders, such as customers and shareholders.
Attitudes
Evaluations, feelings, or opinions—ranging from positive to negative—about people, places, and objects.
Organizational Citizenship Behavior (OCB)
Individual behavior that is discretionary; it is not directly or explicitly recognized by the formal reward system. In aggregate, this promotes the effective functioning of the organization.
[Perceived] stress
Perceived [this] has negative effects on many different OB-related outcomes.
Motivation
Psychological process that arouses interest in doing something; it directs and guides behavior.
Perceived Organizational Support (POS)
Reflects the extent to which employees believe that the organization values their contributions and genuinely cares about their well-being.
Affective
The "I feel" component of an attitude.
Behavioral
The "I intend" component of an attitude.
Cognitive
The "I think" component of an attitude.
Organizational commitment
The extent to which an individual identifies with an organization and commits to its goals.
Job involvement
The extent to which an individual is personally involved with his or her work role.
Employee engagement
The harnessing of organizational members' selves to their work roles; where people employ and express themselves physically, cognitively, and emotionally during role performance.
Cognitive dissonance
The psychological discomfort experienced when simultaneously holding two or more conflicting cognitions (ideas, values, or emotions).
