Chapter 3: Attitudes and Job Satisfaction Flashcards Preview

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Flashcards in Chapter 3: Attitudes and Job Satisfaction Deck (38)
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1

Howard Schultz and Satrbucks Employees

Howard Schultz and the Starbucks corporation is committed to their employees, and offer a variety of benefits that show they are interested in helping develop their people (tuition reimbursement, offer of full health care coverage to part-timers after 3 months of work, etc.)

2

attitude

evaluative statement - your belief about something

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cognitive component of attitude

the opinion or belief (thought) segment of an attitude

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affective component of attitude

emotional or feelings segment of attitude

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behavioral component of attitude

an intention to behave a certain way toward someone or something

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cognitive dissonance

tension we feel inside when something we have incompatibility between two or more thoughts or between behaviors and attitudes

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the desire to reduce dissonance depends of three factors:

importance of the elements creating dissonance, and the degree of influence we believe we have over the elements, and the rewards of dissonance (high rewards accompanying high dissonance tend to reduce tension inherent in the dissonance)

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most powerful moderators of the attitude-behavior relationship?

importance of the attitude, its correspondence to behavior, its accessibility, the presence of social pressures, and whether a person has direct experience with the attitude

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job involvement

the degree to which a person identifies with a job, actively participates in it, and considers performance important to self-worth

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psychological empowerment

employee's belief in the degree to which they affect their work environment, their competence, the meaningfulness of their job, and their autonomy at work

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organizational committment

the degree to which employee identifies with a particular organization and its goals and wishes to maintain membership in an organization (those who are committed are less likely to withdraw at work)

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perceived organizational support (POS)

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

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power distance

the degree to which people in a country accept that power in institutions and organizations is distributed unequally

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employee engagement

an employees involvement with, satisfaction with, and enthusiasm for the work he or she does (studies show that only 17% to 29% of people are highly engaged in their work)

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employee engagement determines which outcomes?

customer satisfaction, more productive, brought in higher profits, and experienced lower levels of turnover and accidents than other business units

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is employee engagement distinct?

it suggest that employee engagement predicts important outcomes, but the amassed work to date calls into question how distinct it is from other job attitudes

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measures of job satisfaction

1) global rating where you ask "All things considered, how satisfied are you with your job?" 2) the summation of job facets, is more comprehensive and identifies key elements in a job such as the type of work, skills needed, supervision, present pay, promotion opportunities, culture, and relationships with coworkers
* both methods are good and one isn't more accurate than the other

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is job satisfaction influenced by cultural values?

absolutely (see exhibits 3-3 and 3-4)

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what factors influence job satisfaction?

job conditions, personality, pay, and corporate social responsibility

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job conditions

especially intrinsic nature of the work itself, social interactions, and supervision, are important predictors of job satisfaction and employee well being

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personality

core self evaluation (people who believe in their inner worth and basic competence) are more satisfied with their jobs than people with negative CSE's

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pay

does correlate with job satisfaction, and overall happiness for many people, but the effect can be smaller once an individual reaches a standard level of comfortable living

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corporate social responsibility

an orgs self-regulated actions to benefit society or the environment beyond what is required by law. Studies show that in companies who have employees who agree with the company's CRS mission, there is more satisfaction. This association is particularly strong among millennials

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Why do all employees not find CSR valuable?

1) not all projects are equally meaningful for every person's job satisfaction, yet participation for all employees is sometimes expected 2) some orgs require employees to contribute in a prescribed manner 3) CSR measures can seem disconnected from the employee's actual work, providing no increase in job satisfaction

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job performance as it pertains to job satisfaction

a meta analysis of 300 studies shows that happy workers are going to perform better than unhappy workers. individuals with a higher job satisfaction perform better

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org citizenship behavior as it pertains to job satisfaction

includes people walking positively about their org., helping others, and going beyond the normal expectations of their jobs. evidence suggests job satisfaction is moderately correlated with OCB; people who are more satisfied with their jobs are more likely to engage in citizenship behavior

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why does job satisfaction lead to OCB?

one reason is trust. research in 18 countries suggests that managers reciprocate employees' OCB with trusting behaviors of their own. individuals who feel that their coworkers support them are also more likely to engage in helpful behaviors than those who have antagonistic coworker relationships

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customer satisfaction

satisfied employees and managers appear to increase customer satisfaction and loyalty. recent research suggests that employee and customer satisfaction are reciprocally related and that the inward effect of customer satisfaction on employee satisfaction might be stronger that employee-customer relationship

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life satisfaction

research in Europe indicated that life satisfaction and job satisfaction are positively correlated, and your attitudes and experiences in life spill over into your job approaches and experiences

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exit

dissatisfaction expressed through behavior directed toward leaving the org