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28 Cards in this Set
- Front
- Back
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A persons compelexes of belief and feeling about specific ideas, situation or other people |
Attitudes |
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The knowledge a person presumes to have something |
Cognition |
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A persons feeling toward something |
Affect |
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Component og an attitude that guides a persons to have something |
Intention |
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An incopatibilty or conflict between behaviour and an attitude or between two attitude |
Cognitive dissonance |
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Reflexts our attitudes and feelings about our job |
Job satisfaction |
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Reflects the degree to which an employee identifies with the organization and its goals and wants to stay wirh organization |
Organizational commitment |
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Positive emotional attachment to the organization and strong identification with its values and goals |
Affective commitment |
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Feeling obliged to stay with an organization for moral and ethical reasons |
Normative commitment |
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Staying with organization because of perceived high economic |
Continuance commitment |
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Heightened emotional and intellectual connection that an employee has for his or her job |
Employee engagement |
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Ways of behaving or end states that are desirable to a person or to a group |
Values |
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Reflect our long term life goals, and may include prosperity, hapiness, secure family |
Terminal values |
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Preferred means of achieving our terminal values |
Instrumental values |
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Relate to the work itself |
Intrinsic work values |
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Relate to the outcomes of doing work |
Extrinsic work values |
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Short term emotional states that are not directed toward anything in particular |
Moods |
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Represents iur tendency to experience a particular mood |
Affectivity |
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Combination of high energy abd positive evaluation |
Positive affect |
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Comprises feelings of being upset, fearful and distressed |
Negative affect |
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Individual becomes aware of and interprets information about the environment |
Perception |
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The process of screening out information that we are the uncomfortable with or that contradicts our beliefs |
Selective perception |
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The process of categorizing or labeling people on the basis of a single attribute |
Stereotyping |
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The way we explain the causes over own as well as other people's behaviors and achievements and understand why people do what they do |
Attribution |
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Refers to employees perceptions organizational events policies and practices being fair or not fair |
Organizational fairness |
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Refers to the perceived fairness of the outcome comma including resource distribution , promotions , hiring and layoffs decisions , and raises |
Distributive fairness |
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Addresses the fairness of the procedures used to generate the outcome |
Procedural fairness |
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Whether the mouth of information about the decision in the process was adequate |
Interactional fairness |
