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