Values, attitudes, emotions, work behaviour

Question 1

Values

Answer 1

Stable, evaluative, broad tendencies/preferences
Define right/wrong, good/bad – what we “ought” to do
Direct our motivation, attitudes, perceptions, and behaviour
Learn through reinforcement
Differ across cultures, generations

Question 2

Cultural Values
Work Centrality

Answer 2

How central is work in life.
Work itself values differently across cultures

Question 3

Cultural Values: Hostede’s Dimensions
Power distance

Answer 3

Accept unequal distribution of power.

Question 4

Power distance: high

Answer 4

Value obedience to authority
Comfortable receiving commands from superiors
Prefer formal rules and authority to resolve conflicts

Question 5

Low power distance

Answer 5

Expect relatively equal power sharing
View relationship with boss as interdependence, not dependence

Question 6

Individualism

Answer 6

The degree to which people value personal freedom, self- sufficiency, control over themselves, being appreciated for unique qualities, privacy.

Question 7

Collectivism

Answer 7

The degree to which people value their group membership and harmonious relationships within the group. Interdepence, loyalty.

Question 8

femininity

Answer 8

Feminine cultures emphasise quality of life. Treat women as the equals of men. Accept gender fluidity

Question 9

Uncertainty avoidance

Answer 9

the extent to which people are uncomfortable with ambiguous situations.
Structured situations, rules favoured to avoid uncertainty.
Low avoidance cultures are adaptive to changes. Less concerned with rules.

Question 10

Long term

Answer 10

focuses on future. Values thrift, persistence, multiple truths.

Question 11

Short-term

Answer 11

values present/near future, short term, absolute truth.

Question 12

Attitudes

Answer 12

A fairly stable tendency to respond consistently to some specific target (e.g., person, situation, etc.)
Often positive or negative toward the target
Less stable, more specific than values
Beliefs and values form attitude (think +feel)

Question 13

Why do We Care About Attitudes

Answer 13

Because attitudes can predict behavior - Sometimes

Question 14

How do Attitudes Relate to Behaviour

Answer 14

Long assumed that attitudes predict behavior:
Attitude → Behaviour
Research suggests that the relationship is often weak and complicated (norms surrounding that beh)
Behaviour → attitude

Question 15

Self Perception Theory

Answer 15

: People make reasonable inferences about their attitudes based on perceptions of their behavior

Question 16

Job Satisfaction

Answer 16

A collection of attitudes that workers have about their job”
How content one is with their job (or individual facets of their job)

Question 17

Affective assessment

Answer 17

about positive feelings toward the job

Question 18

Cognitive assessment

Answer 18

more of a rational assessment

Question 19

Fairness (aka Organizational Justice)

Answer 19

Distributive (outcomes we receive)
Procedural (process to determine outcomes)
Interactional Justice (fairness of interpersonal treatment)
Interpersonal (respect & dignity of communication)
Informational (adequacy and appropriateness of explanation)

Question 20

Equity Theory

Answer 20

Individuals compare their job inputs and outcomes with those of others and then respond so as to eliminate any inequities.
Equity is perceived when the following ratio is satisfied

Question 21

Equity and Job Satisfaction

Answer 21

Inequity can cause dissatisfaction (unless you’re the beneficiary)

Question 22

Work practices:

Answer 22

inking outcome to input.

Question 23

Some responses to inequity

Answer 23

Change Inputs
Change Outcomes
Adjust Perceptions of Self
Adjust Perceptions of Others
Choose a Different Referent
Leave the Field

Question 24

Affect

Answer 24

A broad range of feelings that people experience.

Question 25

Emotions

Answer 25

Intense, temporary feelings that are directed at someone or something. Positive emotions (e.g., happiness, joy, etc.) Negative emotions (e.g., anger, anxiety, sadness, etc.)

Question 26

Mood

Answer 26

Feelings that tend to be less intense than emotions and lack a contextual stimulus.

Question 27

Importance of Emotions

Answer 27

Emotions are related to attitudes and behaviors Can impact performance and satisfaction…

Question 28

Emotional Labour

Answer 28

when an employee expresses organizationally desired emotions during interpersonal interactions.

Question 29

Cultural tightness versus looseness:

Answer 29

the extent to which cultures have more or less strong standards for behaviour and sanctions for deviation from these standards

Question 30

Tight

Answer 30

have strong, clear standards for behaviour and strong sanctions for deviation from these standards

Question 31

Loose

Answer 31

more flexible in terms of how people are expected to behave and more forgiving of violations of expected behaviour

Question 32

Facet satisfaction

Answer 32

is the tendency for an employee to be more or less satisfied with various facets of the job - statements that represent different attitudes toward sepeterate facets of the speaker’s job (love my work but hate my boss)

Question 33

Overall satisfaction,

Answer 33

an overall or summary indicator of a person’s attitude toward the job that cuts across the various facets

Question 34

Interactional Fairness

Answer 34

also called interactional justice - fairness that occurs when people feel they have received respectful and informative communication about an outcome

Question 35

Disposition

Answer 35

underlying the dispositional view is the idea that some people are predisposed by virtue of their personalities to be more of less satisfied despite changes in discrepancy or fairness

Question 36

Emotional contagion

Answer 36

tendency to moods and emotions to spread between people or throughout a group

Question 37

Emotional labour

Answer 37

requirement for people to conform to emotional “display rules” in their job behaviour in spite of their true mood or emotions

Question 38

Contributors to Job Satisfaction:

Answer 38

mentally challenging work, meaningful work, adequate compensation, career opportunites, and friendly or helpful colleagues

Question 39

Organizational Citizenship Behaviour

Answer 39

Voluntary, informal behaviour that contributes to organizational effectiveness Voluntary, spontaneous, contributes to organizational effectiveness, unlikely to be picked up and rewarded by the performance evaluation system Ex: helping behaviour, good sport, courtesy and cooperation

Question 40

Organizational Commitment:

Answer 40

an attitude that reflects the strength of the linkage between an employee and an organization

Question 41

Affective commitment -

Answer 41

commitment based on identification and involvement with an organization

Question 42

Continuance commitment -

Answer 42

commitment based on the costs that would be incurred in leaving an organization or lack of suitable job alternatives Negatively related to performance - burned our

Question 43

Normative commitment -

Answer 43

commitment based on ideology or a feeling of obligation to an organization

Question 44

Key Contributors to Organizational Commitment

Answer 44

Best predictor of strong affective commitment is interesting, satisfying work Continuance commitment occurs when people feel that leaving the organization will result in personal sacrifice, or they perceive taht good alternative employment is lacking normative commitment can be fostered by benefits that build a sense of obligation to the organization

Question 45

Consequences of Organizational Commitment

Answer 45

High continuous commitment due to lack of alternatuces provokes dissatisfaction and stress, while high affective commitment is associated with elevated job satisfaction and lower work stress All forms of commitment reduce turnover intentions and actual turnover Lack of innovation

Question 46

Changes in the workplace and employee commitment three main areas

Answer 46

Changes in the nature of employees comittement to the organization Changes in the focus of employees commitment The multiplicity of employer - employee relationships withing orgnaizations