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Chapter 9: Employee Attitudes and Their Effects

1. When attitudes are negative, they are both a symptopm of underlying problems and a

contributing cause of forthcoming difficulties in an organization.

2. Employee satisfaction, along with high productivity, is a hallmark of well-managedorganizations.

3. Entitlement:believing they deserve thing because society owes it to them.

4. Attitudes: feelings and beliefs that largely determine how employees will perceive their environment, commit themselves to intended actions, and ultimately behave

5. Positive affectivity: optimistic, upbeat, cheerful and cortues

6. Negative affectivity: generally pessimistic, donbeat, irritable and abrasive.7. Job satisfaction: set of favorable or unfavorable feelins and emotions with which employees

view their work.

8. Job satisfaction is an affective attitude

9. Attitudes consist of feelings, thoughts, and intentions to act.10. Job satisfaction typically refers to attituteds of a single employee.

11. Morale: when assessments of individual satisfaction are averaged across all members of a work

unit12. Job-related attitudes predispose an employee to behave in certain ways.

13. Job content (nature of the job); Job context (Supervisor, co-workers and organization)

14. Job satisdaction is dynamic15. Spillover effect: Since a job is an important part of life for many workers, job satisdaction

influences general life satisfaction.

16. Job involvement: degree to which employees immerse themselves in their jobs, invest time andenergy in them and view work as a central part of their overall lives.

17. Job-involved employees are likely to believe in the work ethic, to exhibit high growth needs,

and to enjoy participation in decision-making.

18. Organizational commitment (Employee loyalty): degree to which an employee identifieswith the organization and wants to continue participating in it.

19. Work mood: variable attituteds towared their jobs.

20. Work moods are directly affected by managerial actions such as sharing praise, creating anatmosphere filled with occasional fun, etc.

21. Dissatisfied employees may engage in psychological withdrawal (e.g. daydreaming), physical

withdrawal (e.g. unauthorized absences, extended breaks), and overt acts of aggression.22. The satisfaction-performance relationship is more complex than the simple path of “satisfaction

leads to performance.”

23. A more accurate statement of the causal relationship is that high performance contributes to

high job satisfaction.24. Performance-satisfaction-effort loop: level of satisdaction leads to greater or lesser

commitment, which affects effort and performance again.

25. Turnover: proportion of employees leaving an organization during a given time period (usually period).

26. Look beyond overall turnover rates and examine instead the functionality of each departure.

27. Presenteeism: occurs when employees come to work despite troublesome physical andemotional health conditions that substatnitally affect their work performance.

28. Theft: unauthorized removal of company resources

29. Employee theft is part of a much broader ethical problem in organizations that involves bendingthe rules.

30. Violence: verbal or physical aggression at work.

31. Organizational citizenship behaviors: which are discretionary actions above and beyond the



call of duty that promote the organization's success.

32. OCB: spontaneity, voluntary, constructive

33. Job satisfaction survey: procedure by which employees report their feelings toward their jobs

and work environment.34. Benefits of Job Satisfaction Studies:

1. Flow of communciation: all directions is improved as people lan the survey

2. Safety value: Emotional release3. Training needs

4. Plan and monitor new programs

35. Behavioral indicators of Job Satisdaction: Turnover, absenteeism, tardiness36. Indirect clues: medical and training records

37. Managers need to identify a purpose for the attitude assessment, obtain top management and

employee support, and then develop the measurement instrument.

38. Close-end questions: present a choice of answers in such a way that employees simply selctand mark the answers that best represent their own feelings.

39. Open-end questions: seek repsonses from employees in their own words

1. Directed: focus employee attention on specific parts of the job and ask question about thoseaspects

2. Undirected: general comments about the job

40. Reliability: capactiy of a survey instrument to produce consistent results, regardless of whoadministers it.

41. Validity: capacity to measure what they claim to measure.

42. Fisrst step in using Job Satisfaction Info is to communicate it to all magers so that they canunders atand and prepare to use it. (Document is survey report)

43. In arger organizations, comparisons among deparments are an effective way to encourage

mangers to sit upa dn take note of satisfaction data.

44. Managers' interest in job satisdaction stars are heightened bt asking them to predict their subordinates' attitudes about carious items

45. One way to get mangers to introduce change in their departments following a survet is to set up

working committess (task force) whose responsibility is to review survet data and develop plans for corrective action.

46. The long-run approach to using job satisfaction is important

47. Details of what was learned and what was done should be shared with employees as soon as possible

48. Management should be prepared to take action on the results



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