Attitudes
are evaluating statements-either favorable or unfavorable-about objects, people, or events. They reflect how we feel about something;
Why do we care? The way you feel about something will lead to how you act on it
-Displaying this is like a warning for a
Cognitive
one of the 3 components of attitudes. The opinion or belief segment of an attitude. the evaluation. It sets the stage for the more crucial part of an attitude Ex: My supervisor gave a promotion to a coworker who deserved it less than i did. My supervisor
Affective
one of the 3 components of attitudes. The emotional or feeling segment of an attitude. Its how you feel about it. can lead to behavioral outcomes ex: I dislike my supervisor
(Feel)
Behavioral
one of the 3 components of attitudes. An intention to behave in a certain way toward someone or something. What your intention is, the action. ex: I am looking for other work; I have complained about my supervisor to anyone who would listen
(behaving/act)
Festinger
cases of attitude following behavior illustrate the effects of cognitive dissonance
Cognitive dissonance
is any incompatibility an individual might perceive between two or more attitudes or between behavior and attitudes; buyers remorse, Feel one way, but act another way- the opposite of consistency.
-managers use this to get their employees to be productive
Attitude behavior
this relationship is likely to be much stronger if an attitude refers to something with which we have direct personal experience
Moderating variables
-attitudes importance
-correspondence to behavior
-Accessibility
-Presence of social pressures
-Whether a person has direct experience with the attitude
Mitigating variables
attitude predicts behavior
Job satisfaction
a positive feeling about the job resulting from an evaluation of its characteristics; two approaches for measuring this. 1. The single global rating, and 2. The summation of job facets
-Measure in your MBWA how satisfied your employees are satisfaction=pr
Job involvement
degree of psychological identification with the job where perceived performance is important to self worth
Psychological empowerment
(a sense of accomplishment) belief in the degree of influence over ones job, competence, job meaningfulness, and autonomy; the empowerment initiatives need to be tailored to desired behavioral outcomes, good leader empower their employees by fostering the
Organizational commitment
identifying with a particular organization and its goals and wishing to maintain membership in the organization; employees who are committed will be less likely to engage in work withdrawal even if they are dissatisfied, because they have a sense of organ
Perceived organizational support
POS; degree to which employees believe their organization values their contribution and cares about their well-being; higher rewards are fair, employees are involved in decision making, and supervisors are seen as supportive
Power distance
POS is important in countries where this is lower. it is the degree to which people in a country accept that power in institutions and organizations is distributed unequally; in low countries like the united states, people are more likely to view work as
Employee engagement
the degree of involvement with, satisfaction with, and enthusiasm for the job; Engaged employees are passionate about their work and company; engagement levels determine many measurable outcomes
Economic conditions
tend to influence job satisfaction
Job conditions
the intrinsic nature of the work itself, social interactions, and supervision are important predictors of job satisfaction
Personality
people who have positive core self evaluations, who believe in their inner worth and basic competence, are more satisfied with their jobs than those with negative core self-evaluations; people are satisfied with their jobs because they are satisfied happy
Core self evaluations
believing in ones inner worth and basic competence
Corporate social responsibility
CRS; self regulated actions to benefit society or the environment beyond what is required by law; includes environmental sustainability initiatives, non profit work, and charitable giving; Increasingly affects employee job satisfaction; and is particularl
Job preformance
happy(satisfied) workers are more likely to be productive workers; Individuals with higher job satisfaction preform better, and organizations with more satisfied employees tend to be more effective than those with fewer
Organizational citizenship behavior
OCB; include people talking about their organizations, helping others, and going beyond normal expectations. People who are more satisfied with their jobs are more likely to engage in OCB
Customer satisfaction
Satisfied employees increase customer satisfaction and loyalty
Life satisfaction
Research shows that job satisfaction is positively correlated with this; your attitudes, and experiences in life spill over into your job approaches and experiences.
Counterproductive work behavior
actions that actively damage the organization, including stealing, behaving aggressively toward coworkers, or being late or absent. ex: Absenteeism, and turnover. Managers often "Dont get it". opposite of OCB; all the negative things you can do the more s
Turnover
a pattern of lowered job satisfaction is the best predictor of intent to leave
Exit
destructive but active. happens to the good employees because they can get another job. they are the ones you cant afford to lose. Dissatisfaction expressed through behavior directed toward leaving the organization
Voice
Constructive but active; the best way to handle dissatisfaction, and what employees would like you to do if you are dissatisfied with your job. dissatisfaction expressed through active constructive attempts to improve conditions
Loyalty
Constructive but passive; you don't do anything about it. dissatisfaction expressed by passively waiting for conditions to improve
Neglect
Destructive but passive; you let someone else figure it out; you just let it happen dissatisfaction expressed through allowing conditions to worsen
Management by walking around
MBWA; establishing yourself with your workers to show you have an interest- to get a sense about an attitude or feeling about your employees
Intrinsic
the work your doing in the job
Attitudes
are evaluating statements-either favorable or unfavorable-about objects, people, or events. They reflect how we feel about something;
Why do we care? The way you feel about something will lead to how you act on it
-Displaying this is like a warning for a
Cognitive
one of the 3 components of attitudes. The opinion or belief segment of an attitude. the evaluation. It sets the stage for the more crucial part of an attitude Ex: My supervisor gave a promotion to a coworker who deserved it less than i did. My supervisor
Affective
one of the 3 components of attitudes. The emotional or feeling segment of an attitude. Its how you feel about it. can lead to behavioral outcomes ex: I dislike my supervisor
(Feel)
Behavioral
one of the 3 components of attitudes. An intention to behave in a certain way toward someone or something. What your intention is, the action. ex: I am looking for other work; I have complained about my supervisor to anyone who would listen
(behaving/act)
Festinger
cases of attitude following behavior illustrate the effects of cognitive dissonance
Cognitive dissonance
is any incompatibility an individual might perceive between two or more attitudes or between behavior and attitudes; buyers remorse, Feel one way, but act another way- the opposite of consistency.
-managers use this to get their employees to be productive
Attitude behavior
this relationship is likely to be much stronger if an attitude refers to something with which we have direct personal experience
Moderating variables
-attitudes importance
-correspondence to behavior
-Accessibility
-Presence of social pressures
-Whether a person has direct experience with the attitude
Mitigating variables
attitude predicts behavior
Job satisfaction
a positive feeling about the job resulting from an evaluation of its characteristics; two approaches for measuring this. 1. The single global rating, and 2. The summation of job facets
-Measure in your MBWA how satisfied your employees are satisfaction=pr
Job involvement
degree of psychological identification with the job where perceived performance is important to self worth
Psychological empowerment
(a sense of accomplishment) belief in the degree of influence over ones job, competence, job meaningfulness, and autonomy; the empowerment initiatives need to be tailored to desired behavioral outcomes, good leader empower their employees by fostering the
Organizational commitment
identifying with a particular organization and its goals and wishing to maintain membership in the organization; employees who are committed will be less likely to engage in work withdrawal even if they are dissatisfied, because they have a sense of organ
Perceived organizational support
POS; degree to which employees believe their organization values their contribution and cares about their well-being; higher rewards are fair, employees are involved in decision making, and supervisors are seen as supportive
Power distance
POS is important in countries where this is lower. it is the degree to which people in a country accept that power in institutions and organizations is distributed unequally; in low countries like the united states, people are more likely to view work as
Employee engagement
the degree of involvement with, satisfaction with, and enthusiasm for the job; Engaged employees are passionate about their work and company; engagement levels determine many measurable outcomes
Economic conditions
tend to influence job satisfaction
Job conditions
the intrinsic nature of the work itself, social interactions, and supervision are important predictors of job satisfaction
Personality
people who have positive core self evaluations, who believe in their inner worth and basic competence, are more satisfied with their jobs than those with negative core self-evaluations; people are satisfied with their jobs because they are satisfied happy
Core self evaluations
believing in ones inner worth and basic competence
Corporate social responsibility
CRS; self regulated actions to benefit society or the environment beyond what is required by law; includes environmental sustainability initiatives, non profit work, and charitable giving; Increasingly affects employee job satisfaction; and is particularl
Job preformance
happy(satisfied) workers are more likely to be productive workers; Individuals with higher job satisfaction preform better, and organizations with more satisfied employees tend to be more effective than those with fewer
Organizational citizenship behavior
OCB; include people talking about their organizations, helping others, and going beyond normal expectations. People who are more satisfied with their jobs are more likely to engage in OCB
Customer satisfaction
Satisfied employees increase customer satisfaction and loyalty
Life satisfaction
Research shows that job satisfaction is positively correlated with this; your attitudes, and experiences in life spill over into your job approaches and experiences.
Counterproductive work behavior
actions that actively damage the organization, including stealing, behaving aggressively toward coworkers, or being late or absent. ex: Absenteeism, and turnover. Managers often "Dont get it". opposite of OCB; all the negative things you can do the more s
Turnover
a pattern of lowered job satisfaction is the best predictor of intent to leave
Exit
destructive but active. happens to the good employees because they can get another job. they are the ones you cant afford to lose. Dissatisfaction expressed through behavior directed toward leaving the organization
Voice
Constructive but active; the best way to handle dissatisfaction, and what employees would like you to do if you are dissatisfied with your job. dissatisfaction expressed through active constructive attempts to improve conditions
Loyalty
Constructive but passive; you don't do anything about it. dissatisfaction expressed by passively waiting for conditions to improve
Neglect
Destructive but passive; you let someone else figure it out; you just let it happen dissatisfaction expressed through allowing conditions to worsen
Management by walking around
MBWA; establishing yourself with your workers to show you have an interest- to get a sense about an attitude or feeling about your employees
Intrinsic
the work your doing in the job