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Robbins and Judge

Attitudes

evaluative statements or judgements concerning objects, people, or events

Affective Component

the emotional or feeling segment of an attitude

Behavioral Component

an intention to behave in a certain way toward someone or something

Cognitive Dissonance

any incompatibility between two or more attitudes or between behavior and attitudes

Job Satisfaction

A positive feeling about one's job resulting from an evaluation of its characteristics. Influenced by pay and personality (core self-evaluation)

Job Involvement

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

Psychological Empowerment

employees' belief in the degree to which they affect their work environment, their competence, the meaningfulness of their job, and their perceived autonomy in their work

Organizational Commitment

The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization. Less important now than in the past. Now - occupational commitment (loyalty to profession rather than employer)

Affective Commitment

Dimension of Organizational Commitment. An emotional attachment to an organization and a belief in its values

Continuance Commitment

Dimension of Organizational Commitment. The perceived economic value of remaining with an organization compared with leaving it

Normative Commitment

Dimension of Organizational Commitment. An obligation to remain with an organization for moral or ethical reasons

Perceived Organizational Support (POS)

The degree to which employees believe an organization values their contribution and cares about their well-being. Higher when rewards are fair, employees are involved in decision making, and supervisors are seen as supportive.

Employee Engagement

An individual's involvement with, satisfaction with, and enthusiasm for the work he or she does

Core Self-evaluations

Bottom-Line Conclusions individuals have about their capabilities, competence, and worth as a person.

Exit

Dissatisfaction expressed through behavior directed toward leaving the organization

Voice

Dissatisfaction expressed through active and constructive attempts to improve conditions

Loyalty

Dissatisfaction expressed by passively waiting for conditions to improve

Neglect

Dissatisfaction expressed through allowing conditions to worsen

Job Performance

Satisfied workers are more productive AND more productive workers are more satisfied!

Organizational Citizenship Behaviors

Satisfaction influences OCB through perceptions of fairness

Customer Satisfaction

Satisfied front line employees increase customer satisfaction and loyalty.

Absenteeism

Satisfied employees are moderately less likely to miss work.

Turnover

Satisfied employees are less likely to quit. Moderating variables: Economic environment and tenure, organizational actions taken to retain high performers and to weed out lower performers

Workplace Deviance

Dissatisfied workers are more likely to unionize, abuse substances, steal, be tardy, and withdraw.

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