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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31

voice

dissatisfaction expressed through active and constructive attempts to improve conditions

32

loyalty

dissatisfaction expressed by passively waiting for conditions to improve

33

neglect

dissatisfaction expressed through allowing conditions to worsen

34

counter-productive work behavior (CWB)

actions that actively damage the organization, including stealing, behaving aggressively toward coworkers, or being late or absent

35

facts on cwb

generally speaking, job dissatisfaction predicts CWB. people who are not satisfied with their work tend to become frustrated and perform lower (this effect may be more prevalent with males). dissatisfied employees often choose one or more of these specific behaviors due to idiosyncratic factors (one might quit, and another might use work time to surf the internet or take work supplies how for personal use). sometimes CWB is a reaction to perceived unfairness, a way to try to restore an employee's sense of equity exchange

36

absenteeism

we find a consistent negative relationship between satisfaction and absenteeism, but the relationship is moderate to weak

37

turnover

overall, a pattern of lowered job satisfaction is the best predictor of intent to leave. turnover also has a workplace environment connection. if the climate within an employee's immediate workplace is one of low job satisfaction leading to turnover, there will be a contagion effect. employee embeddedness - connections to the job and community - can help lower the probability of turnover, particularly in collectivist cultures

38

stock price and satisfcation

stock prices of companies in the high-morale group grew 19.4% compared with 10% for the medium- or low-morale group. despite these figures, many managers aren't concerned with employee job satisfaction