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BUAD309 Final
Ch. 4
| Question | Answer |
|---|---|
| Attitude | Evaluative statements or judgments concerning objects, people, or events |
| Cognitive component | The opinion or belief segment of an attitude |
| Affective component | The emotional or feeling segment of an attitude |
| Behavioral Component | An intention to behave in a certain way toward someone or something |
| Behavior and attitude | Cognitive Dissonance: Any incompatibility between two or more attitudes or between behavior and attitudes -Desire to reduce dissonance depends on: Importance of elements Degree of individual influence Rewards involved in dissonance -festinger |
| Job satisfaction | A positive feeling about the job resulting from an evaluation of its characteristics |
| Job involvement | Degree of psychological identification with the job where perceived performance is important to self-worth |
| Psychological empowerment | Belief in the degree of influence over the job, competence, job meaningfulness, and autonomy |
| Organizational commitment | Identifying with a particular organization and its goals, while wishing to maintain membership in the organization. |
| Types of organizational commitment | affective, continuance, and normative |
| Affective commitment | emotional attachment to organization |
| Continuance commitment | economic value of staying |
| normative commitment | moral or ethical obligations |
| Perceived organizational support | Degree to which employees believe the organization values their contribution and cares about their well-being.Higher when rewards are fair, employees are involved in decision making, and supervisors are seen as supportive. High POS is related to higher O |
| employee engagement | The degree of involvement with, satisfaction with, and enthusiasm for the job. Engaged employees are passionate about their work and company |
| Distinctiveness of attitudes | No: these attitudes are highly related. Variables may be redundant (measuring the same thing under a different name) While there is some distinction, there is also a lot of overlap. |
| How to measure job satisfaction | Summation score (many questions/one average) - OK Single global rating (one question/one answer) – Just as good |
| Are people satisfied with their jobs? | In the U. S., yes, but the level appears to be dropping. Results vary by employee facets of the job. Pay and promotion are the most problematic elements |
| Causes of job satisfaction | Pay influences job satisfaction only to a point -Personality can influence job satisfaction |
| Impact of dissatisfied employees in the workplace | exit- behavior directed towards leaving the org. voice- active and constructive attmepts to improve condiions loyalty-passive waiting for conditions to improve neglect |
| Outcomes of job satisfaction | -Satisfied workers are more productive AND more productive workers are more satisfied! -Satisfaction influences OCB through perceptions of fairness -Satisfied employees are moderately less likely to miss work. |
| Im[plications for managers | Managers should watch (and measure) employee attitudes: They give warnings of potential problems They influence behavior -Reduces costs by lowering turnover, absenteeism, tardiness, theft, and increasing Organizational Citizenship Behavior -pay is no |
Created by:
rbmooney
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