values
abstract ideals that guide our thinking and behavior across all situations (broad: all situations)
attitudes
represent our feelings or opinions about people, places, and objects and range from positive to negative (targeted: specifically)
workplace attitudes
outcome of various OB-related processes, including leadership
Three components of attitudes:
Affective, Cognitive, and Behavioral
Affective
contains our feelings or emotions about a given object or situation (how you feel about people you who talk on phones in restaurants)
Cognitive
reflects our beliefs or ideas about an object or situation (what you think about people who talk on their phone in restaurants)
behavioral
the way we intent or expect to act toward someone or something (how you intend someone to respond to someone talking on a cell phone in a restaurant)
cognitive dissonance
psychological discomfort a person experiences when simultaneously holding two or more conflicting cognitions (ideas, values, or emotions)
organizational commitment
the extent to which an individual identifies with an organization and commits to its goals
psychological contracts
individual’s perception about the reciprocal exchange between him- or herself and another party
flextime
Giving employees flexible hours so that they can come and go at different times as long as they work a set number of hours
employee engagement
the essence that an employee “gives their all” at work
What contributes to employee engagement?
personal and situation factors
perceived organizational support
Reflects the extent to which employees believe their organization values their contributions and genuinely cares about their well-being
value attainment
satisfaction results from the perception that a job allows for fulfillment of an individual’s important values
telecommuting
allows employees to do work from home, using advanced technology and Internet
withdraw cognitions
capture this thought process by representing an individual’s overall thoughts and feelings about quitting
organizational citizenship behavior
voluntary actions by employees that go beyond formal job requirements
counterproductive work behavior
harms other employees, the organization, and/or organizational stakeholders such as customers and shareholders
