Organizational Behavior: Attitudes and Job Satisfaction

Flashcards covering core concepts of work-related attitudes, job satisfaction facets, commitment models, and responses to dissatisfaction from Chapter 4.

Attitudes

A psychological tendency that is expressed by evaluating a particular entity with some degree of favor or disfavor, or a person's evaluation of something.

Components of an Attitude

The three interrelated elements that make up an attitude: Cognitive (Belief), Affective (Feelings), and Behavioral (Intention).

Cognitive Component

The belief segment of an attitude, illustrated by statements such as "My job is boring."

Affective Component

The emotional or feeling segment of an attitude, illustrated by statements such as "I don't like my job."

Behavioral Component

The intention segment of an attitude regarding how one plans to act, illustrated by statements such as "I will spend more time on Facebook during working hours."

Job Satisfaction

A pleasurable or positive emotional state resulting from the appraisal of one's job or job experience.

Facets of Job Satisfaction

The key dimensions evaluated regarding a job, including the work itself, pay/rewards, promotion opportunities, quality of supervision, and relationship with coworkers.

Responses to Job Dissatisfaction Framework

A framework categorizing employee responses to job dissatisfaction along active/passive and constructive/destructive dimensions into Exit, Voice, Loyalty, and Neglect.

Exit

An active and destructive response to job dissatisfaction where an employee directs behavior toward leaving the organization.

Voice

An active and constructive response to job dissatisfaction where an employee attempts to improve conditions through constructive suggestions.

Loyalty

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

Neglect

A passive and destructive response to job dissatisfaction where an employee allows conditions to worsen through reduced effort or absenteeism.

Organizational Commitment

A psychological state describing an employee's relationship with their organization and propensity to continue that relationship, marked by identification with the organization's values and goals.

Three-Component Model of Organizational Commitment

A model outlining three forms of workplace commitment: Affective Commitment ("staying because you want to"), Continuance Commitment ("staying because you need to"), and Normative Commitment ("staying because you ought to").

Affective Commitment

Organizational commitment where an employee stays because they want to, finding their job rewarding and enjoying coming to work each day.

Continuance Commitment

Organizational commitment where an employee stays because they need to, based on economic factors such as salary and benefits.

Normative Commitment

Organizational commitment where an employee stays because they feel they ought to, driven by feelings of obligation due to investments in training or mentoring.

Job Involvement

The degree to which an employee identifies psychologically with their job and considers their performance level essential to their self-esteem.

Organizational Commitment and Job Involvement Matrix

A matrix classifying employees into four categories based on levels of commitment and involvement: Institutional "Stars", "Lone Wolves", Corporate Citizens, and Apathetics.

Institutional "Stars"

Employees with high organizational commitment and high job involvement who are least likely to be absent or leave, focusing on the work itself and their future with the organization.

Lone Wolves

Employees with low organizational commitment and high job involvement who are more likely to leave voluntarily than corporate citizens, focusing on the work itself, working conditions, and pay.

Corporate Citizens

Employees with high organizational commitment and low job involvement who are less likely to leave voluntarily than lone wolves, focusing on satisfaction with coworkers.

Apathetics

Employees with low organizational commitment and low job involvement who are most likely to leave voluntarily, focusing primarily on satisfaction with rewards.

Perceived Organizational Support

The degree to which employees believe an organization values their contribution and cares about their well-being, influenced by organizational justice and supervisor support.

Psychological Empowerment

An employee's belief in the degree to which they affect their work environment, defined by meaning, competence, self-determination, and impact.

Upskilling 2025 Pledge

Amazon's September 2021 commitment of $1.2 billion to provide 300,000 employees with access to education and skills training programs through 2025.

Laszlo Bock

Senior Vice President of People Operations at Google.