MGMT Chp 1

Affective

"I feel"; the positive or negative feeling or emotions one feels about someone or something

Behavioral

"I intend"; how one intends or expects to act in response to someone or something

Cognitive

"I think"; the beliefs or ideas one has about someone or something

E

Catherine is walking through the employee parking lot on her way to her office. She notices someone left an empty fast food bag in the parking lot. Catherine goes out of her way to pick it up and dispose of it. What behavior is Catherine exhibiting? A) Psychological contract B) Green Behavior C) Withdrawal cognitions D) CWB E) OCB

B

David, an accountant with Brighter Future Corporation, is experiencing job dissatisfaction due to comparing how hard he works and how much he gets paid versus the perception of a coworker's effort and reward. David's dissatisfaction can be explained by: A) Disposition/genetic components model B) Equity model C) Need fulfillment model D) Value attainment model E) Met expectations model

Intentions

How do attitudes affect behavior?

Organizational citizenship behavior

Individual behavior that is discretionary. Not directly or explicitly recognized by the formal reward system. In aggregate, promotes effective function of the organization. Positive effects of the individual who has this: job satisfaction, performance appraisal ratings, intention to quit, absenteeism, and turnover. Positive effect of this on the organization: productivity/efficiency, lower costs, customer satisfaction, unit-level satisfaction, and turnover

B

Jose is considering volunteering to help his company with its annual food drive. Which of the following is NOT an indicator of whether he will do so? A) Jose thinks the food bank is a great way to help his community B) Jose is already volunteering at the animal shelter C) Jose's boss expects him to volunteer D) Jose's company gives employees a day off to volunteer E) The food bank is located close to Joes's home

Need fulfillment

One of the causes of job satisfaction. It is the extent to which job allows individual to fulfill his or her own needs (physiological or psychological thoughts/ideas that arouse behavior) We all have different needs. Management can boost this by understanding and meeting employees' needs

Disposition/genetic components

One of the causes of job satisfaction. This is related to personal traits and genetic factors. Management can boost this by hiring employees with this in mind

Equity

One of the causes of job satisfaction. This is the perception of how fairly inputs relate to outputs. Management can boost this by monitoring employees' perceptions of fairness and interact with them so they feel fairly treated

Value attainment

One of the causes of job satisfaction. This is when the job allows for fulfillment of the individual's values. Management can boost this by structuring the job and its rewards to match employee values

Met expectations

One of the causes of job satisfaction. When expectations are greater worker is not satisfied, when expectations are equal and exceeded the worker is satisfied. Management can boost the by meeting the expectations of employees about what they will receive from the job

Job performance

Research provides that job satisfaction is moderately related to this. The relationship is complex - both variables indirectly influence each other. Incomplete measures of individual-level performance understate the relationship between the variables. More accurate to consider the variables on a business unit level

D

Sandra manages the Marketing department for the Greener Grass Corporation. In an effort to increase employee engagement, Sandra could try all of the following EXCEPT: A) Redesign jobs so that workers have variety and feedback B) Take a class to learn how to be a charismatic leader C) Try to limit the stressors in the workplace D) As staff leave, replace them with new hires who score high in pessimism on a personality test D) Provide recognition to employees who perform well

Organizations Commitment, Employee Engagement, Perceived Organizational support, and Job Satisfaction

What are the Key Job Attitudes?

Motivation, job involvement, withdrawal cognitions, perceived stress

What are the major correlates and consequences of job satisfaction in regard to attitudes?

Affective, Cognitive, behavioral

What are the three components of attitudes?

Job performance, Organizational Citizenship behavior, Counterproductive work behavior (CWB), turnover

What the the major correlates and consequences of job satisfaction in regard to behaviors?

Organizational Citizenship Behavior (OCB)

When an employee is so committed to their job that they will go above and beyond for their job. Task and performance is going to be higher, lower employee turnover rates, you can accomplish this by treating the employees fairly, being transparent, avoiding political behavior, and providing job security

Values

abstract ideals that guide one's thinking and behavior across all situations. They are relatively stable. Influenced by religion and spiritual beliefs, parents, childhood experiences, community and society. They are key inputs that affect important OB process like motivation and leadership styles which in turn impact the outcome of individual workplace attitudes

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. There are five aspects to this: work, pay, promotion, co-workers, and supervision. The causes of this are need fulfillment, met expectations, value attainment, equity, and disposition/genetic components

Withdrawal cognitions

an individual's overall thoughts and feelings about quitting. Job satisfaction is thought to be one of the most significant contributors to this

Psychological contract

an individual's perception about the terms and conditions of a reciprocal exchange between themselves and another party. (ex: in the work place what an employee believes he/she is entitled to receive in return for he's provides to the organization

Counterproductive work behavior (CWB)

behavior that harms other employees, the organization as a whole, or organizational stakeholders such as customers and shareholders. This has a strong negative relationship with job satisfaction. Managers need to find ways to reduce this such as: hiring individuals who are less prone to engage in this behavior, motivate desired behaviors, and respond quickly and appropriately to employees engaging in this behavior

Personal Attitudes

evaluations, feelings or opinions about people, places, and objects. Range from positive to negative. Important because they impact behavior. This affects your behavior via your intentions and on a different level then do values

Perceived stress

negative effects on many different OB-related outcomes. This is positively related to absenteeism, turnover, coronary heart disease and viral infections and it has a strong negative relationship to job satisfaction and employee engagement

Cognitive dissonance

psychological discomfort experienced when simultaneously holding two or more conflicting cognitions (ideas, values, or emotions). It is reduced by changing attitude, behavior or both OR by belittling the importance of the inconsistent behavior. An example of this is when a company creates an image o what they are that isn't actually what they are

Organizational Commitment

the extent to which an individual identifies with an organization and commits to its goal. We are working towards this. If you don't have this then they are more likely to walk away because they don't feel a connections. If they get to this point then they are very productive. we prep for this in the beginning. An outcome of this is continued employment and greater motivation. You can increase this by hiring people whose personal values align with the organization, enhancing level of trust, and making sure management does not breach psychological contracts

job involvement

the extent to which an individual is personally involved with is or her work role. It is moderately related to job satisfaction

Employee Engagement

the harnessing of organizational members' selves to their work roles. Where people employ and express themselves physical, cognitively, and emotionally during role performance. Environmental characteristics, organization level facts, and person factors contribute to this. You can increase this by measuring it, tracking it and responding to employee surveys. Top 5 drivers of this include: career opportunities, managing performance, organization reputation, communication, and recognitions

motivation

the psychological process that arouses interest in doing something, and it directs and guides behavior. it positively correlates to job satisfaction

personal values

these are global in scope, influence all situations, and affects behavior variously

Personal attitudes

these are specific in scope, influence specific situations, and affect behavior via intentions and range from positive to negative

Turnover

this can be positive if poor performers are leaving and negative if good employees leave. To reduce voluntary: hire people who "fit" with the organization's culture, spend time fostering employee engagement, provide effective on boarding, and recognize and reward high performers.

Perceived Organizational support

this reflects the extent to which employees believe that the organization values their contributions and genuinely cares about their well-being. When this occurs, employees are willing to work hard and commit to the organization. This results in increased organizational commitment, job satisfaction, Organizational citizenship behavior, task performance, and lower turnover. This can be positive or negative. You can achieve this by treating employees fairly, avoiding political behavior, providing job security, autonomy, reducing stressors, and eliminating abusive supervision