Organizational Behavior Midterm Exam: Chapter 2

Schwartz's value theory

-values are motivational as they represent broad goals that apply across contexts and time -values are relatively stable and can influence behavior outside of our awareness -10 broad values that guide behavior are categorized around 2 bipolar dimensions: 1)self-enhancement = concern for welfare of others self-transcendence = pursuit of own interests, success, and dominance over others 2)openness to change conservation = resistance to change -develops a chart that shows how these 10 values interact and oppose each other -managers can use this theory to better understand employee's values and motivations and assign tasks that correlate with their values -managers can also use it to help close the gap between an individual's values and the organization's values

3 components of attitude

1) affective component = feelings or emotions one has about a given object or situation; "I feel" 2) cognitive component = beliefs or ideas one has about a given object or situation; "I believe" 3) behavioral component = how one intends or expects to act towards someone or something; "I intend"

determinants of intention

1) attitude toward the behavior 2) subjective norm (perceived social pressure for or against the behavior) 3) perceived behavioral control (perceived ease or difficulty of performing the behavior)

values

abstract ideals that guide one's thinking and behavior across all situations

job satisfaction

affective or emotional response toward various facets of one's job; not a unitary concept (can be satisfied with some aspects and dissatisfied with others)

4 behavioral outcomes of job satisfaction

1) job performance (more complex than it seems; both variables indirectly influence each other) 2) organizational citizenship behavior (OCB) = voluntary behavior (not rewarded by the formal reward system) that promotes the effective functioning of the organization 3) counterproductive work behavior 4) turnover

4 attitudinal outcomes that correlate to job satisfaction

1) motivation 2) job involvement 3) withdrawal cognitions = thoughts/feelings about quitting 4) perceived stress

5 predominant models of job satisfaction

1) need fulfillment = satisfaction is determined by the extent in which job characteristics allow an individual to fulfill their needs - to increase satisfaction, better understand and then meet employees' needs 2) met expectations = satisfaction results from met expectations (what they expect to receive vs. what they actually receive) - to increase satisfaction, better understand and then meet expectations 3) value attainment = satisfaction results from the perception that a job allows for fulfillment of important individual values - to increase satisfaction, structure task/rewards to align with employee values 4) equity = satisfaction ties to how "fairly" an individual is treated - to increase satisfaction, monitor perceptions and make sure employees feel fairly treated 5) dispositional/genetic components = satisfaction remains partly a function of personal traits and genetic factors - to increase satisfaction, hire employees with appropriate dispositions

organizational commitment

extent to which an individual identifies with an organization and commits to its goals commitment depends on the quality of an employee's psychological contracts (perception about the terms and conditions of a reciprocal exchange; what am I entitled to receive in return for what I provide to the organization) to increase commitment: 1) hire people whose values align with organization's 2) management can't breach psychological contracts 3) enhance the level of trust throughout the organization

employee engagement

harnessing of members' selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally; urgency, being focused, intensity, and enthusiasm; engaged employees "give it their all" contributors to engagement: - person factors - environmental characteristics such as job characteristics, leadership, and stressors - organizational level factors such as opportunities, communication, and recognition to increase engagement: - create developmental opportunities - effectively communicate and listen - recognize people for good work - giving people meaningful work - better the workplace environment (dogs, exercise, etc.)

onboarding

help employees integrate

four key workplace attitudes

organizational commitment, employee engagement, perceived organizational support, and job satisfaction

perceived organizational support

the extent to which employees believe their organization values their contributions and genuinely cares about their well-being norm of reciprocity = golden rule = when organization treats employees the right way, they will get good performance in return

cognitive dissonance

the psychological discomfort one experiences when simultaneously holding two or more conflicting cognitions (ideas, beliefs, values, or emotions) ex) believing you should help others if you can and others do need help but you are feeling the extreme pressure of your own project to reduce it: 1) change your attitude or behavior or both 2) belittle the importance of the inconsistent behavior 3) find consonant elements that outweigh dissonant ones