Organizational Behavior Chapter 3
Terms in this set (16)
Evaluative statements - either favorable or unfavorable - about objects, people or events. Reflects how we feel about something
The opinion or belief segment of an attitude
The emotional or feeling segment of an attitude
An intention to behave in a certain way toward someone or something. "I'm going to look for another job that pays better"
Any incompatibility between two or more attitudes or between behavior and attitudes
A positive feeling about one's job resulting from an evaluation of its characteristics
The degree to which a person identifies with with a job, actively participates in it, and considers performance important to self-worth
Employees' belief in the degree to which they affect their work environments, their competence, the meaningfulness of their jobs, and the perceived autonomy in their work
The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization
Perceived Organizational Support (POS)
The degree to which employees believe the organization values their contributions and cares about their well-being
An individual's involvement with, satisfaction with, and enthusiasm for the work they do
Core Self-Evaluations (CSEs)
The degree to which an individual likes or dislikes himself or herself, whether the person sees himself or herself as capable and effective, and whether the person feels in control of his or her environment or powerless over the environment; bottom-line conclusions individuals have about their capabilities, competence, and worth as a person
One of the four responses to the exit-voice-loyalty-neglect framework that directs behavior toward leaving the organization, including looking for a new position as well as resigning
One of the four responses to the exit-voice-loyalty-neglect framework that includes actively and constructively attempting to improve conditions, including suggesting improvements, discussing problems with superiors, and undertaking some forms of union activity
One of the four responses to the exit-voice-loyalty-neglect framework that means passively but optimistically waiting for conditions to improve, including speaking up for the organization in the face of external criticism and trusting the organization and its management to "do the right thing"
One of the four responses to the exit-voice-loyalty-neglect framework that passively allows conditions to worsen and include chronic absenteeism or lateness, reduced effort, and increased error rate
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