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45 Cards in this Set
- Front
- Back
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3 components of attitude
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Affective (emotion)-- worker's emotional response to their belief
Behavior (tendency to act a certain way)-- behavioral reponse to A and C Cognitive (belief)-- belief worker holds about aspects of their job |
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2 types of job satisfaction
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Facet satisfaction-- specific aspects of job satisfaction (ex company policy, your pay, etc)
Overall satisfaction-- evaluation of general satisfaction |
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Equity theory
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When ratios are balanced, workers are satisfied
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Job Characteristics theory
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Team members prefer jobs that require various skills, are meaningful, and for which there's performance feedback.
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Locke's Value theory
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What's important to workers makes them satisfied.
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What's the Dispositional Approach?
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Some personalities tend to be more satisfied than others. Positive affectivity-- optimistic, always satisfied. Negative affectivity-- grouchy, never satisfied. R=.30
Minnesota Twins Study shows there's a genetic component-- twins separated at birth found to have similar satisfaction. |
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Describe demographic variables of satisfaction
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People ages 26-30 tend to be least satisfied, 41-45 are most satisfied; age, culture/ethnicity, and gender aren't strongly correlated with satisfaction. The more money you make, the more satisfied you'll likely be; white collar workers tend to be more satisfied than blue collar workers.
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6 forms of work satisfaction
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Progressive-- satisfied, but has aspirations to change things
Stabilized-- satisfied, no aspirations Resigned-- satisfied, has learned to accept certain things Constructive-- dissatisfied, aspirations to change things Fixated-- dissatisfied, so just aims for the status quo Pseudo-Work Satisfaction-- dissatisfied deep down, but in denial consciously or unconsciously due to norms, etc |
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2 organizational outcomes of satisfaction
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Performance: (R=.30) medium correlation at best between satisfaction and productivity; satisfaction correlated with more OCB's
Withdrawal: Absenteeism (small, negative correlation R= -.35); turnover (small, negative R=.4) |
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3 ways job satisfaction can be measured
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Job Descriptive Index-- questionnaire focuses on facet satisfaction
Minnesota Satisfaction Questionnaire-- more refined, has intrinsic and extrinsic scores Circular Faces Series-- works well, measures overall satisfaction |
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3 kinds of commitment
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Affective-- feeling a strong connection to the company's values and goals; want to be part of the company (this type is the best)
Continuance-- willingness to exert effort; weigh costs and benefits Normative-- feeling obligated to the company; raised to be loyal for life |
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2 organizational outcomes of commitment
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Performance-- same as with satisfaction
Withdrawal-- absenteeism (same as with satisfaction); turnover is medium-strong when there's quitting intentions(R=.52) |
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What's organizational identification? What are the outcomes?
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Feelings of pride and esteem from association with the organization; it's generally positive, but overidentification is negative. Overidentification is problematic if the person ends up losing their job, or the person might be willing to do unethical things for the organization.
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What's mood, emotion, and attitude?
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Mood-- general state of feelings
Emotion-- caused by something specific Attitude-- when you evaluate something in a positive or negative way; consists of Affective, Behavioral, and Cognitive components |
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What's trust?
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A belief in how a person or organization will act in the future; relates to fairness and justice.
There's usually an exchange relationship between the worker and the company (ex work hard, get good performance appraisal) |
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How is trust undermined?
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Unmet expectations
Leaders' behaviors Surveillance (workers feel company doesn't trust them) |
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What are three types of justice affecting employees' perceptions of fairness?
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1. Distributive justice-- fairness of outcomes. 3 outcomes: a. equity or merit norm (are your outcomes fair given how much you contribute?) b. equality norm (dividing outcomes equally) c. need norm (divide based on need); Americans tend to prefer equity
2. Procedural Justice-- fairness of processes or procedures. 2 dimensions: a. voice (person feels they can control the outcomes) b. procedural rules 3. Interactional Justice-- a. interpersonal (people want to be treated with respect and dignity, and it tends to improve their performance) b. informational (people provided with info about the procedures) |
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What's the psychological contract continuum?
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Transactional contracts-- short time frames, specific obligations, focus on financial ends
Relational contracts-- long-term relationships, diffuse obligations, the relationship is valued |
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What are the 5 levels of response to violations of a psychological contract?
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1. voice-- person speaks up when something's unfair
2. silence-- person falls silent when ignored 3. retreat-- person takes longer lunch breaks, has more absences, aims for the status quo, may quit altogether 4. destruction-- person attempts to sabotage the company 5. exit |
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What are the 3 determining factors of peoples' reactions to violations?
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1. The type of contract (relational tends to be worse)
2. Perceived magnitude of the violation 3. Perceptions of procedural fairness |
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Frustration-Aggression Hypothesis on work place violence
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Old view: frustration leads to aggression
Modern view: frustration leads to stress |
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Justice Hypothesis on work place violence
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Behaviors are aimed at avenging perceived distributive, procedural, or interactional injustices, which is caused by a sparking event-- a. a violation of rules, norms, etc by the organization b. public ridicule or destructive criticism
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2 types of triggers of workplace violence
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1. situational factors-- heat, noise, crowdedness, etc
2. individual characteristics (maladaptive personalities)-- history of violence, abuses alcohol, doesn't participate in organizational activities, doesn't like following orders or accepting authority |
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3 organizational strategies for dealing with violence
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Preventative-- metal detectors, etc
Reactive-- evacuation plans, etc Rehabilitative-- send employees to counselors, AA, etc |
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Assimilation Model for managing diversity
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Try to make everyone fit into the same mold (adopt the same values, principles, goals, etc)
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Protection Model for managing diversity
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Protect the minority; tends to evoke resentment from both the protected minority and the unprotected majority
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Value Model for managing diversity
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Different people bring something different to the company and peoples' differences should be valued
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What are 6 characteristics of successful diverse organizations?
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1. they have diversity at every hierarchical level
2. cultural differences are acknowledged and accomodated 3. workers have diverse social networks 4. reduced interpersonal conflicts 5. biases and discriminatory practices are uncovered 6. commitment is fostered amongst all members |
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What is the study of Leader Emergence?
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the study of who becomes a leader, what makes a successful leader
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Leader Development vs Leadership Development
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Leader Development-- focuses on developing individual's leadership skills
Leadership Development-- focuses on developing the relationship between leaders and their subordinates |
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Leader vs Manager/Supervisor
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Manager/Supervisor-- a job title of someone who leads
Leader-- someone who leads, but not an official job title |
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McClelland's Leader Motivation qualities
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Need for power-- enjoys influencing people and events
Need for achievement-- enjoys pursuing challenging goals Need for affiliation-- seeks out close relationships, social networks The best leaders are high in needs for power and achievement, low in need for affiliation (must make unpopular decisions) |
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Trait Approach to studying leaders
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Looked at the traits of leaders, but it proved too abstract and hard to define
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Behavioral Approach to studying leaders
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looks at the behaviors of leaders; the Ohio State and University of Michigan studies both found that good leaders do both task-oriented and people-oriented behaviors
Ohio State-- initiating structure and consideration |
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Power Approach to studying leaders
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Good leaders know how to use power effectively
French and Raven's taxonomy of power: 1. Reward (reinforcements) 2. Coercive (punishments) 3. Legitimate (perceived as having legitimate formal authority) 4. Expert (perceived as knowledgeable) 5. Referent (subordinates imitate them or want to be like them) Results in 3 outcomes: 1. commitment 2. compliance 3. resistance Commitment most likely to result from Expert or Referent power |
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Contingency Approach to studying leaders
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Hershey and Blanchard's Situational Theory: the success of leaders depends on the subordinates' maturity.
1. job maturity-- how long they've been on job 2. psychological maturity Relationship behaviors-- people need more support in the beginning, then falls with higher maturity Task behaviors-- as maturity grows, the need for clarification or help with the task decreases |
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4 styles of leader behavior
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1. Directive (instrumental)-- tell them what to do
2. Participative-- let the people have a say 3. Achievement-oriented-- give them a goal 4. Supportive-- provide support |
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Vroom-Yetton Model
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Decision tree that lets leaders decide when to make a decision; when to involve subordinates and to what extent
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Leader-Member Exchange Theory (LMX)
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Leadership is based on mutual influence.
Leaders differentiate among subordinates, so there's an in-group (high skills & ability, trusted, motivated, expected to be committed) and an out-group 4 types of exchange: 1. Personal contribution-- quid pro quo 2. Loyalty 3. Affect-- emotional aspects 4. Professional respect |
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What's charismatic leadership?
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Follower has the perception that the leader has a divinely inspired gift and is unique and larger than life. The leader has a vision, keeps followers weak and dependent, and tries to instill loyalty rather than commitment
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What's transformational leadership and its 4 components?
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Leader transforms attitudes and assumptions, tries to stir change through argument, empowers followers, and builds commitment
4 components: 1. Idealized Influence-- followers admire and identify with the leader 2. Inspirational Motivation-- the leader communicates expectations, which the followers want to meet 3. Intellectual Stimulate-- leader sees the problems from a new perspective 4. Individualized Consideration-- leader wants followers to excel and think on their own; includes providing them with support, encouragement, and developmental experiences |
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What's transactional leadership?
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Not charismatic, uses rewards and punishments to accomplish things, and shows subordinates how to meet their personal goals
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Implicit Leadership Theory
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Leadership is subjective (exists in the mind of the beholder); we associate certain behaviors and attributes with leadership
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How to substitute for leadership for situations in which leaders aren't needed
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Members need good feelings (recognition) and guidance (direction & structure)
Recognition can be provided by the work group, direction & structure by the job itself |
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What are gender and cross-cultural issues with leaders?
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Gender-- there's much disagreement, but men tend to be more assertive, autocratic, and task-focused; women more democratic, extraverted, and nurturing
Cross-cultural-- individual behavior, motivation, etc differ across cultures (individualism vs collectivism, power distance, communication, etc) |
