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24 terms

Organizational Behavior - Chapter 3

Robbins and Judge
STUDY
PLAY
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.