Employee Attitudes and Job Satisfaction Lecture Flashcards

Vocabulary terms and definitions regarding organizational attitudes, job satisfaction models, and work engagement based on lecture transcript pages 1-4.

Attitudes

Positive or negative evaluations of people, objects or events.

Cognitive component

The part of an attitude that reflects beliefs or thoughts.

Affective component

The part of an attitude that reflects feelings or emotions.

Behavioural component

The part of an attitude that reflects an intention to act.

Cognitive dissonance

The discomfort caused by inconsistency between attitudes and behaviour.

Job Satisfaction

Positive feelings about a job based on its characteristics.

Job Involvement

The degree to which a person identifies with their job and equates work performance to self-worth.

Psychological Empowerment

The belief that work provides meaning, competence, autonomy, and impact.

Organisational Commitment

Identifying with the organisation and its goals and wanting to remain in the organisation.

Perceived organisational support

The belief that the organisation values employees' contributions and cares about their wellbeing.

Employee engagement

The level of involvement, enthusiasm and energy an employee gives to their work.

Single global rating

A measurement for job satisfaction consisting of one overall satisfaction question.

Job facets method

A measurement for job satisfaction that rates pay, supervision, work, promotion and colleagues separately.

Organisational Citizenship Behaviour

Voluntary behaviour beyond formal job requirements, such as helping colleagues and taking on extra tasks.

Exit (EVLN Model)

An active and destructive response to job dissatisfaction where an employee leaves or looks for another job.

Voice (EVLN Model)

An active and constructive response to job dissatisfaction where an employee actively tries to improve conditions.

Loyalty (EVLN Model)

A passive and constructive response to job dissatisfaction where an employee waits for conditions to improve.

Neglect (EVLN Model)

A passive and destructive response to job dissatisfaction where an employee reduces effort and allows performance to worsen.

Counterproductive Work Behaviour (CWB)

Behaviour that harms the organisation or employees, such as lateness, stealing, or gossiping.

Push factors

Problems in the current job that encourage an employee to leave.

Pull factors

Attractive outside opportunities that encourage an employee to leave.

Organisational justice

Perceived fairness at work.

Distributive justice

The perceived fairness of outcomes or rewards.

Procedural justice

The perceived fairness of the processes used to decide outcomes.

Interactional justice

The fairness and respect shown when dealing with employees.

Vigour

A characteristic of work engagement consisting of energy and resilience.

Dedication

A characteristic of work engagement consisting of enthusiasm and commitment.

Absorption

A characteristic of work engagement where an employee is deeply focused in work.

Task identity

One of the 5 job-design features, defined as completing a whole, identifiable piece of work.

Task significance

One of the 5 job-design features, defined as the job having an important impact on others.