Lecture 7 - Attitudes Flashcards

1
Q

What’s the formal definition of an attitude?

A
  • Relatively stable clusters of feelings, beliefs, and behavioural predispositions toward some specific object.
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2
Q

What are the three major components of an attitude?

A

1) Evaluative component (how you feel)
2) Cognitive component (what you believe)
3) Behavioural component (how you are predisposed to act)

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3
Q

What’s cognitive dissonance?

A
  • When we discover that our actions on one attitude we hold are in conflict with another attitude
  • Behaviours are inconsistent with attitudes
  • Either you change your attitude or change your behaviour
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4
Q

What is the Attitude and the Theory of Planned Behaviour?

A
  • (Ajzem)
  • Wanted to understand the process behind our behaviours
  • Intentions are impacted by our attitudes, perceived social norms, and perceived behavioural control
  • Our intentions impact our behaviours, but this is often sidelined by the actual behavioural control and what we’re actually capable of doing.
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5
Q

What percentile of people report being happy with their jobs?

A
  • 80-90%
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6
Q

What are some methods used to measure job satisfaction?

A
  • Questionnaires (job descriptive index; Minnesota satisfaction questionnaire; computer-based/paper formats)
  • Critical incidents (incidents of observed behaviour)
  • Interviews (collect stories from employees)
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7
Q

What’s Herzberg’s two-factor theory?

A
  • 2 major factors that predict job satisfaction:
    1) Hygiene factors - Predict job dissatisfaction. These can include supervision, pay, policies, physical conditions, and relations with others. Must be maintained to maintain job satisfaction
    2) Motivators - Predict job satisfaction. These can include promotions, opportunities for personal growth, recognition, responsibility, achievement
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8
Q

What are some of the issues regarding Herzberg’s 2 factor theory?

A
  • Hard to tease the two factors apart
  • Results often confounded
  • More of a classical way of viewing job satisfaction
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9
Q

What’s Locke’s value Theory?

A
  • Job satisfaction stems from rewards matching desired outcomes
  • Greater discrepancy in rewards = greater dissatisfaction
  • Obvious but very hard to do when you have multiple people working under you.
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10
Q

What are some of the organizational causes of job satisfaction?

A
  • Reward systems
  • Perceived supervision
  • Work and social stimulation
  • Pleasant working conditions
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11
Q

What are some of the personal causes of job satisfaction?

A
  • Personality
  • P-O fit
  • Status and seniority
  • General life satisfaction
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12
Q

What’s the Mobley Model of Turnover?

A
  • Thoughts of quitting? First consider job satisfaction > thoughts of quitting > intention to search for a new job > intention to quit or stay > action: quit or stay
  • Must take into account the probability of finding a new job
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13
Q

T/F: OCBs and job satisfaction are highly correlated.

A
  • True
  • Individuals who are more satisfied with their jobs tend to partake in more OCBs
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14
Q

What three factors impact organizational commitment?

A

1) Belief in and acceptance of the organization’s beliefs and goals
2) Willingness to exert effort on behalf of the organization
3) Desire to maintain membership (want to stay)

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15
Q

What are the four different types of organizational commitment?

A
  • Uncommitted - both low attachment to supervisor and workgroup, as well as attachment to top management ad organization
  • Locally committed - high attachment to supervisor and workgroup but low attachment to top management and organization
  • Globally committed - high attachment to top management but low attachment to supervisor and workgroup
  • Committed - Both high attachment to supervisor and workgroup, as well as attachment to top management and organization
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16
Q

What are the positive effects of organizational commitment?

A
  • Lower absenteeism/turnover
  • Willingness to make sacrifices
  • Positive personal consequences (more satisfied/happier)
17
Q

What’s distributive justice?

A
  • Fairness in the perceptions of our outcomes. Based on either equality, equity, or need
18
Q

What are Leventhal’s 5 rules of procedural justice?

A
  • Procedural justice = the extent to which the process that generated the decisions was fair
  • Five rules:
    1) Voice (everyone has a say)
    2) Free from bias
    3) Applied consistently
    4) Provide opportunities for appeal
    5) Accuracy of information
  • NOTE: You’re operating on people’s perceptions, which means the processes themselves may not be objectively fair
19
Q

What’s interactional justice?

A
  • The quality of interpersonal treatment during the outcome allocation process
  • Interpersonal justice (ex. how you were treated when informed you weren’t getting a promotion)
  • Informational justice (how well-informed you were about how the decisions were made)
20
Q

What are the effects of organizational injustice?

A
  • Turnover intentions
  • Job satisfaction
  • Org. commitment
  • OCBs
  • Theft/vandalism