COB 202 Exam 2 Ross

Components of Attitude (ABC method)

affective, behavioral, cognitive

When are affective and cognitive more likely to predict behavior?

-social influence is minimal

-contextual influences are minimal

- attitudes are strong

cognitive dissonance theory

the theory that we act to reduce the discomfort we feel when two of our thoughts are inconsistent

how to reduce cognitive dissonance

-Change the conflicting attitude

-Change the conflicting behavior

-Reason that one of the conflicting attitudes or behaviors is not important in this context

-Seek additional information to better reason that the benefits of one of the conflicting attitudes or behaviors outweigh the costs of the other

global job satisfaction

overall satisfaction with job

social factors in job satisfaction

relationships w/ coworkers

-organizational justice

organizational justice

an overall perception of what is fair in the workplace

affective disposition

the tendency to respond to classes of environmental stimuli in predetermined, affect-based ways

Individual Differences in job satisfaction

-affective disposition

-self esteem

Job Characteristics in job satisfaction

-skill variety

-task significance

-task identity

-autonomy

- job feedback

-workload

growth opportunities in job satisfaction

-promotion

-merit pay + benefits

-work family issues

Active, Constructive

voice: trying to improve conditions

Active, Destructive

exit: look for a new job; quit

Passive, Constructive

loyalty: waiting for conditions to improve

Passive, Destructive

neglect: allow conditions to get worse, engage in withdrawal behaviors, reduce effort

behavior

action or function directly observed in response to stimuli

habit

a behavior that is repeated so often that it becomes almost automatic

discretionary behavior

Refers to employees going above and beyond their job descriptions

5 Types of Organizational Citizenship Behavior

1. altruism

2. conscientiousness

3. courtesy

4. sportsmanship

5. civic virtue

altruism

a concern for others; generosity

consciousness

perform role behaviors beyond min. required

courtesy

proactively prevent something from happening

sportsmanship

maintaining a positive attitude with coworkers through good and bad times

civic virtue

active participation in political life of organization

2 withdrawal behaviors

absenteeism (neglect)

turnover (exit)

Absenteeism (involuntary)

legitimate excuse for missing work

Absenteeism (voluntary)

missing work because you want to do something else

Turnover (involuntary)

employee is fired

Turnover (voluntary)

employee opts to leave

Emotion

short lived, intense, associated w/ stimulus

6 basic emotions

anger, disgust, fear, happiness, sadness, surprise

emotional intelligence

the ability to perceive, understand, manage, and use emotions

4 skills of emotional intelligence

self-awareness

self-management

social awareness

relationship management

Emotional Labor

a situation in which an employee expresses desired emotions during interactions at work

Deep Acting

person changes feelings to fit the situation

Surface Acting

someone displays certain emotions w/o feeling them

Non-actors

rarely engage in surface or deep acting

low actors

low to moderate surface or deep acting

deep actors

high levels of deep acting, low level of surface acting

regulators

engage in high levels of deep & surface acting

motivation for deep actors

regulate to help others

motivation for regulators and low actors

regulate for personal gain

Deep actors experience higher social gain thru what?

help from coworkers

increased trust in coworkers

increased goal progress

Perception

process of becoming aware of objects, relationships + events

Perceptional Process

Attention + Selection

Organization

Interpretation

Retrieval

Attention and Selection

The first stage in the perception process, in which we perceive stimuli and choose which ones to focus our awareness on

controlled processing

"explicit" thinking that is deliberate, reflective, and conscious

Auto info processing

Any information processing that occurs involuntarily and without conscious intention or control

script schema

describes appropriate sequence of events in a given situation

person schema

a schema about how a particular individual is expected to behave

Attribution

process of assigning causes to behavior

internal (dispositional) attribution

inference that a person's behavior is caused by something about the person

external (situational) attribution

inference that a person's behavior is caused by something about the situation

interpretation

uncovering meaning from information

How to tell if internal or external?

distinctiveness- similar across diff. situations

consensus- how others respond in same situation

consistency- how consistent behavior is over time

attribution bias

inflated view of self and deflated view of others

fundamental attribution error

the tendency for observers, when analyzing another's behavior, to underestimate the impact of the situation and to overestimate the impact of personal disposition

self-serving bias

the tendency for people to take personal credit for success but blame failure on external factors

halo effect

tendency of an interviewer to allow positive characteristics of a client to influence the assessments of the client's behavior and statements

horns effect

the tendency to form an overall negative impression of a person on the basis of one negative characteristic

Projection

unconscious attribution of our negative characteristics to others

contrast effect

evaluation of a person's characteristics that is affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics

3 components of motivation

direction, intensity, persistence

Equity Theory

the idea that people are happiest with relationships in which the rewards and costs experienced by both parties are roughly equal

negative inequity

comparison in which another person receives greater outcomes for similar inputs

positive inequity

comparison in which another person receives lesser outcomes for similar inputs

congitive dissonance

an internal state that results when individuals notice inconsistency between two or more attitudes or between their attitudes and their behavior

Organizational justice

employees' perception of fair treatment at work

Distributive Justice

perceived fairness of the amount and allocation of rewards among individuals (pay, promotions)

procedural justice

the perceived fairness of the policies

Interactional Justice

The perceived degree to which an individual is treated with dignity, concern, and respect.

Expectancy Theory

The theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes

Motivation Equation

Expectancy x Instrumentality x Valence

expectancy

relationship between effort and performance

Instrumentality

relationship between performance and rewards

Valence

value attached to outcome

Manifest Needs Theory

Assumes that human behavior is driven by the desire to satisfy needs.

need for achievement

need to "win", solve complex problems

want feedback

seek advice from experts

need for power

need for visibility + impact

want to be in charge

teachers, doctors, police

need for affiliation

need to have good relationships

want to be on teams

believe success is shared

friendship valued

intrinsic motivation

a desire to perform a behavior effectively for its own sake (intangible)

extrinsic motivation

a desire to perform a behavior due to promised rewards or threats of punishment (tangible)

performance-contingent rewards

rewards that are based on how well we perform a task

4 Types of performance-contingent pay

-merit pay- increases directly tied to performance

-bonuses- extra pay for special accomplishments

-gain sharing + profit sharing-

G.S.- reward for productivity gains

P.S.- reward for organizational gains

-skill based pay- rewarded for acquiring skills

When quality matters, which type of motivation predicts performance?

intrinsic

when quantity matters, which type of motivation predicts performance?

both, however extrinsic > intrinsic

direct incentive contingency

incentives strongly linked w/ performance (merit + bonuses)

indirect incentive contingency

incentive weakly linked w/ performance, harder to sense pay-performance link (gain share + profit share)

Teams

complementary skills

common purpose

collective accountability

Process Loss in Groups

reduced productivity in groups

process gain in groups

increases in performance