Packets 3, 4

attribution

the process by which people interpret the causes of their own and others’ behavior

distinctiveness, consensus, consistency

what are the determinants of attribution

distinctiveness

whether an individual displays different behaviors in different situations(the uniqueness of the act)

consensus

whether everyone who faces a similar situation respond in the same way as the individual did

consistency

whether the person responds the same way over time

external attribution

distinctiveness high, consensus high, consistency low

internal attribution

distinctiveness low, consensus low, consistency high

halo effect

performing well on one dimension overshadows lousy performance on other dimensions

recency

using only recent information to evaluate over whole period

similarity

people like to boss get better ratings

central tendency

grading everyone average

attitudes

evaluative statements - either favorable or unfavorable - concerning objects, people, or events

attitudes

“stable clusters of feelings, beliefs, and behavioral intentions directed toward specific aspects of the external world”

job involvement

the degree to which a job is central to a person’s identity

psychological empowerment

the ways in which organizations provide their employees with a certain degree of autonomy and control in their day-to-day activities

affective commitment

emotional attachment to, identification with, and involvement in an organization

continuance commitment

how much employees feel the need to stay at their organization

normative commitment

supporting your organization, even if you are unhappy

employee engagement

the strength of the mental and emotional connection employees feel toward their places of work

job satisfaction

a positive feeling about a job resulting from an evaluation of its characteristics

exit, voice, loyalty, neglect

the impact of job dissatisfaction

exit

directs behavior toward leaving the organization

voice

includes actively and constructively attempting to improve conditions, such as making suggestions and discussing problems

loyalty

passively but optimistically waiting for conditions to improve, and speaking up in favor of the organization

neglect

passively allows conditions to worsen, including lateness, absenteeism, reduced effort, and increased efforts on the job

organizational citizenship behaviors (OCB)

discretionary behaviors that contribute to organizational effectiveness but are not part of employees’ formal job description

counterproductive work behavior

deviant behavior in the workplace, or simply withdrawal behavior

cognitive dissonance

any inconsistency between two or more attitudes, or between behavior and attitudes