indiv values, perceptions, reactions

attitude

a person’s complexes of beliefs and feelings about specific ideas, situations, or other ppl

cognition > affect > behavioral intention

attitude formation

cognition

knowledge a person presumes to have about something

affect

a person’s feelings twd something

similar to emotion, something we have little or no conscious control

intention

guides a person’s behavior

cognitive dissonance

how attitudes affect our behavior

job satisfaction

one of the most studied organizational outcomes in field of org behavior

organizational commitment

degree to which an employee identifies w organization and its goals and wants to stay w org

affective commitment

“want to stay”

continuance commitment

“need to stay”

normative commitment

“ought to stay”

employee engagement

heightened emotional and intellectual connection that an employee has for their job that influences them to apply additional discretionary effort to their work

values

ways of behaving or end-states that are desirable to a person / group

can be un/conscious

terminal values

reflect long-term life goals and may include prosperity, happiness, secure family, sense of accomplishment

instrumental values

preferred means of achieving terminal values or preferred ways of behaving

extrinsic work values

relate to outcomes of doing work

intrapersonal value conflict

conflict between instrumental value vs terminal value

interpersonal value conflict

2 diff ppl hold conflicting values

individual-organization value conflict

employee’s values vs values of org

emotions

short events episodes, relatively short lived

directed at something/someone

experienced

create a state of physical readiness through physiological reactions

moods

short-term emotional states not directed toward anything

affectivity

represents our tendency to experience a particular mood or to reach to things with certain emotions

selective perception

process of screening out info we don’t like

stereotyping

categorizing/labeling ppl on basis of single attribute

distributive fairness

perceived fairness for outcome received including resources, distribution, promotions, hiring, and layoff decisions

procedural fairness

fairness of the procedures used to generate the outcome

interactional fairness

whether the amount of info ab decision and process was adequate and perception that the interpersonal treamtent and explanations received during decision-making process was fair

trust

expectation that another person will not act to take advantage of us regardless of our ability to monitor/control them

stress

caused by a stimulus, physical/psychological

• task demands

• physical demands

• role demands

• interpersonal demands

common causes of stress

• exercise

• proper relaxation

• time management

individual coping strategies for stress

institutional programs

for managing stress are undertaken through established organizational mechanisms

properly designed jobs and work scheds can help ease stress

collateral stress program

organizational program specifically created to help employees deal with stress