Cognitive Dissonance
Any incompatibility an individual might perceive between two or more attitudes or between behavior and attitudes
Attitudes
Evaluative statements about objects, people, or events
Job Satisfaction
A positive feeling about one’s job resulting from an evaluation of its characteristics
Ways to measure:
- ) The single global rating
- ) The summation of job facets
Job Involvement
Degree of psychological identification with the job where perceived performance is important to self-worth
Psychological Empowerment
Believe in the degree of influence over one’s job, competence, job meaningfulness, & autonomy
Organizational Commitment
Identifying with an organization & its goals and wishing to remain a member
Organizational Citizenship Behavior (OCB)
Going above and beyond your job description
What Are the 3 Main Components of Attitudes?
- ) Cognitive
- ) Affective
- ) Behavioral
What is the Cognitive Component of an Attitude?
An opinion or belief in the way things are
What is the Affective Component of an Attitude?
The emotional or feeling segment of an attitude
• Ex: “I dislike my supervisor!”
“I am angry over how little I’m paid.”
What Is the Behavioral Component of Attitudes?
An intention to behave in a certain way toward someone or something
What Are the 5 Most Powerful Moderators of the Attitudes Relationship?
- ) The importance of the attitude
- ) Its correspondence to behavior
- ) Its accessibility
- ) The presence of social pressures
- ) Whether a person has direct experience with the attitude
Perceived Organizational Support (POS)
Degree to which employees believe the organization values their contribution and cares about their well-being
Employee Engagement
Degree of involvement, satisfaction, & enthusiasm for the job
• Being passionate about your work & company
What are the top 2 reasons for job engagement?
- ) Having a good manager you enjoy working for
2. ) Feeling appreciated by your supervisor
Managers tend to identify their employees as belonging to one of four categories:
- ) Enthusiastic Stayers
- ) Reluctant Stayers
- ) Enthusiastic Leavers
- ) Reluctant Leavers
Core Self-Evaluations (CSEs)
Bottom-line conclusions individuals have about their capabilities, competence, and worth as a person
What are 4 employee Responses to dissatisfaction?
- ) VOICE: active & constructive; attempting to improve conditions, including suggesting improvements, discussing problems with superiors, & union action.
- ) LOYALTY: passive & constructive; waiting for conditions to improve, including speaking up for the organization in the face of external criticism and trusting the organization to do the right thing.
- ) NEGLECT: passive & destructive; allows conditions to worsen and includes chronic absenteeism or lateness, reduced effort, & increased error rate.
- ) EXIT: active & destructive; directs behavior toward leaving the organization, including looking for a new position as well as resigning.
What Are 3 Outcomes of Job Satisfaction?
- ) Productivity
- ) Engaging in OCB.
- ) Increased customer satisfaction and loyalty
What are 4 Outcomes of Job Dissatisfaction?
- ) Absenteeism (moderate to weak correlation)
- ) Dissatisfied employees will respond somehow.
- ) Many managers are unconcerned about employee job satisfaction.
- ) Some managers overestimate how satisfied employees are, so they don’t think there’s a problem when there is one.
What Can Managers Do to Improve Employee Attitudes?
- ) Pay attention to your employees’ job satisfaction levels as determinants of their performance, turnover, absenteeism, & withdrawal behaviors.
- ) Measure employee job attitudes objectively and at regular intervals in order to determine how employees are reacting to their work.
- ) To raise employee satisfaction, evaluate the fit between the employee’s work interests and on the intrinsic parts of his/her job to create work that is challenging & interesting to the individual.
- ) Consider the fact that high pay alone is unlikely to create a satisfying work environment.
