Chapter 2 Values and Attitudes

Managers should track 4 key workplace attitudes

1. Organizational commitment 2. Employee engagement 3. Perceived organizational support 4. Job satisfaction

How can we reduce cognitive dissonance?

1. change your attitude or behavior or both 2. Belittle the importance of inconsistent behavior 3. Find consonant elements that outweigh dissonant ones

5 predominant models of job satisfaction

1. need fulfillment 2. met expectations 3. value attainment 4. equity 5. dispositional/genetic components

affective component

A component of attitude that reflects what a person feels about the issue at hand—his or her like or dislike of something.

psychological contract

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

job performance

Employee behaviors that contribute either positively or negatively to the accomplishment of organizational goals

how can managers increase employees commitment?

Hire people whose personal values align with the organization's; make sure that management does not breach its psychological contracts; treat employees fairly and foster trust between managers and employees

Dispositional/Genetic Components

Job satisfaction is partly a function of both personal traits and genetic factors. 30% of an individual's job satisfaction is associated with dispositional and genetic components. A main influence on job satisfaction.

bullying

Repeated, systematic efforts to inflict harm through physical, verbal, or social attack on a weaker person.

Schwartz's Value Theory

Schwartz believes that values are motivational in that they "represent broad goals that apply across contexts and time" Categorized into two bipolar dimensions 1. Self transcendence (concern for the welfare of others=universalism, benevolence)--> self-enhancement (pursuit of one's own interests=achievement, power) 2. Openness to change (self-directed independence=stimulation, self-direction) --> conservation (conformity=tradition, security)

Employee Motivation

The employee's willingness or drive to exert high levels of effort to reach organisational objectives, while also satisfying individual employee's need to achieve.

Azjen's Theory of Planned Behavior

There are 3 key motives that influence behavior 1. Attitude toward the behavior 2. Subjective norm 3. Perceived Behavioral control

Telecommuting

Working at home by using a computer terminal electronically linked to one's place of employment. It enhances productivity and retention and decreases absenteeism

OB researchers define commitment as

a force that binds an individual to a course of action of relevance to one of more targets

Flextime

a scheduling option that allows workers to choose when they start and finish their workdays, as long as they complete the required number of hours

equity theory

a theory that states that people will be motivated when they perceive that they are being treated fairly when compared to their peers

what are the organizational level outcomes of job satisfaction?

accounting/financial performance and customer service/satisfaction

counterproductive work behavior

actions that actively damage the organization harms other employees, and/or organizational stakeholders, including stealing, behaving aggressively toward coworkers, or being late or absent

job satisfaction

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

employee engagement

an individual's involvement, satisfaction, and enthusiasm for work identified its components as four feelings: urgency; intensity; focus; enthusiasm

Withdrawal Cognitions

an individual's overall thoughts and feelings about quitting low job satisfaction is believed to be one of the most significant contributors to thoughts of quitting

withdrawal cognitions

an individual's overall thoughts and feelings about quitting (biggest contributor is low job satisfaction)

Workplace Attitudes

attitudes that have resulted from the interaction of various individual, group, and organizational processes

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 they are voluntary (e.g. suggestions for improvement)

stressors

environmental conditions that place a physical or emotional demand on the person

need fulfillment model

extent to which the characteristics of a job allow an individual to fulfill his or her needs

what are the top 3 facets of satisfaction?

feeling safe at work; having good relationships w/ coworkers; and having a good relationship w/ immediate supervisor

Personal Attitudes

feelings or opinions about people, places, and objects that ranges from positive to negative. The scope id specific the influence is targeted and it affects behavior via intention

On boarding programs

help 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

what situation factors contribute to employee engagement?

job characteristics; leadership; organizational climate; stressors

What behaviors do job satisfaction have correlation with?

job performance; organizational citizenship behavior; counterproductive work behavior; turnover

how can managers increase engagement?

measuring, tracking and responding to surveys of employee engagement; creating career and developmental opportunities for employees; recognizing good work

job satisfaction and job performance are

moderately related have a complex relationship are believed to indirectly influence one another

What attitudes do job satisfaction have correlation with?

motivation; job involvement; withdrawal cognitions; perceived stress

perceived stress

negatively correlated with job satisfaction and employee engagement related with absenteeism, turnover, coronary heart disease, and viral infections

What person factors contribute to employee engagement?

personality; positive psychological capital; human and social capital

needs

physiological or psychological deficiencies that arouse behavior

cognitive dissonance

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

organizational commitment

reflects the extent to which an employee identifies with an organization and is committed to its goals

value attainment model

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

our values are _____ across time and situations

stable

Behavioral component

that part of an attitude that refers to an intention to behave in a certain way toward someone or something

perceived organizational support

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

Met-expectations model

the difference between what an individual expects to receive from a a job (good pay and promotional opportunities) and what they actually receive.

norm of reciprocity

the expectation that helping others will increase the likelihood that they will help us in the future (must be genuine not bc of external factors like union rules)

job involvement

the extent to which an individual is personally engaged in their work role

values

the ideas, beliefs, and attitudes about what is important that help guide the way you live; their scope is global, they affect all situations, and affect behavior variously

cognitive component

the opinion or belief segment of an attitude; what you "think"

Volunteerism

the practice of offering your time and services to others without payment

turnover

the voluntary and involuntary permanent withdrawal from an organization bad to lose a valuable employee

why doe values tend to vary across generations?

they are influenced by events on childhood and youth

How can managers foster positive POS

treat employees fairly; avoid political behavior; provide job security; empower employees; reduce stressors in the work environment; fulfill the psychological contract

spillover effect

when attitudes in one part of our lives spill over to another