Chapter 3 Attitudes and Job SatisfactionMULTIPLE CHOICE Attitudes1.Which of the following answer choices is the best definition of attitude?a. Attitudes indicate how one will react to a given event.b. Attitudes are the yardstick by which one measures ones actions.c. Attitudes are the emotional part of an evaluation of some person, object or event.d. Attitudes are evaluative statements of what one believes about something or someone.e. Attitudes are a measure of how the worth of an object, person or event is evaluated.(d Moderate Attitudes p! "#$. !he beliefthat "violence is wrong# is an evaluative statement. $uch an opinion constitutes the%%%%% component of an attitude.a. cognitiveb. affectivec. reflectived. behaviorale. reactive(a Moderate Co%ponents of Attitudes p! "#$ &AACS'( Ana)*tic S+i))s,&. !he %%%%% component of an attitude is the emotional or feeling component of that attitude.a. affectiveb. cognitivec. behaviorald. evaluativee. reaffective(a Eas* Co%ponents of Attitudes p! "#$ &AACS'( Ana)*tic S+i))s,'. (an is a security officer. (an believes that it is important to know e)actly who is in the office atany given time. $he notices that some employees do not sign out of the office when they takelunch, whichmakesit impossibleto keeptrack of who isactuallyintheoffice. (anbecomesfrustrated with those employees. $he makes note of them and reports them to their supervisors. *n the above scenario, what is the behavioral component of (ans attitude to the employees whodid not sign out of the office?a. (an believes that it is important that she know e)actly who is in the office at any given time.b. (an notices that some employees do not sign out of the office when they take lunch.c. (an finds it impossible to keep track of who is actually in the office.d. (an becomes frustrated with those employees who do not sign out of the office.e. (an noteswhichemployees leavetheofficewithout signing out,andreportsthem totheirsupervisors. (e Cha))en-in- Co%ponents of Attitudes p! "#$ &AACS'( Ana)*tic S+i))s,46+. Which of the following is not an e)ample of an attitude?a. $atisfaction with a job well done.b. !he observation that most dogs have four legs.c. !he opinion that it is never acceptable to steal.d. Anger at being unfairly accused of a wrongdoing.e. !he avoidance of a restaurant where one once received bad service. (d Moderate Attitude "#$ ,. Any incompatibility between two or more attitudes or between behavior and attitudes results in%%%%%.a. organi-ational dissonanceb. cognitive dissonancec. attitudinal clarificationd. values clarificatione. affective reactance(b Moderate Co-niti.e /issonance p! "0$..!he theory of cognitive dissonance was proposed by %%%%%.a. /aslowb. 0estingerc. 1ofsteded. $kinnere. 2avlov(b Eas* Co-niti.e /issonance p! "0$3.4an strongly believes that it is important that he spends time with his children on the weekends.Whichof thefollowingsituationswouldmost likelyresult inaverystrongdesiretoreducecognitive dissonance?a. 5eing made by his boss to work weekends or lose his job.b. Working over the weekend in order to cover for a sick friend.c. Working over the weekend in order to secure a large cash bonus.d. Working over the weekend in order to free up time for a golf game later in the week.e. Working over the weekend in order to complete a project for a client vital to the company.(d Cha))en-in- Co-niti.e /issonance p! "0$ &AACS'( Ana)*tic S+i))s,6."4issonance# means %%%%%.a. reactanceb. constancec. resistanced. consistencye. inconsistency(e Moderate Co-niti.e /issonance p! "0$ &AACS'( Ana)*tic S+i))s,17. 0estinger argued that cognitive dissonance is %%%%%.a. monotonousb. confoundingc. physically painfuld. e)haustinge. unpleasant(e Moderate Co-niti.e /issonance p! "0$4711. (oisacourier, deliveringparcelsthroughout themetropolitanarea. Althoughsheconsidersherself law abiding, she often breaks the speed limitwhile making her deliveries. Which of thefollowing statements does notreflect a likely response to the conflict between her attitude andher behavior?a. "*tsnotaproblemthat * speedalittlebit8itsnotmuchover thelimit, and everyoneelsespeeds some.# b. "!hespeedlimitsare justtoolowaroundhere8anyonedriving atareasonablespeedwillbreak them.# c. "!his speeding is irresponsible. 0rom now on * am observing the speed limits.#d. "*vegot todrivefast sometimes, otherwise* will not makeall mydeliveriesand*ll loseclients.# e. "*ts wrong to break even minor laws, but *ll probably keep speeding anyway.# (e( Cha))en-in- Co-niti.e /issonance p! "0$ &AACS'( Ana)*tic S+i))s,1. According to 0estinger, people will seek a9an: %%%%%.a. variable state with variable dissonanceb. stable state with ma)imal dissonancec. unstable state with ma)imal dissonanced. unstable state with minimal dissonancee. stable state with minimal dissonance(e Moderate Co-niti.e /issonance p! "0$1&.which of the following is not possible actions that an individual may take if they behave in a waythat is inconsistent with an attitude that they hold;*; change the behavior**; change the attitude***; rationali-e the behavior*ne of *, ** or ***d. >ne of *, *** or *ne of **, *** or *rgani-ational commitment is a more global response to the organi-ation than is job satisfaction.(True Cha))en-in- Or-ani6ationa) Co%%it%ent p! 37$,3. >rgani-ational commitment isameasureof thepersonal compatibilityof apersonandtheirposition.(@a)se Cha))en-in- Or-ani6ationa) Co%%it%ent p! 37$,6. An organi-ational commitment to remain with a company because of moral or ethical obligationsis affective commitment.(@a)se Cha))en-in- Or-ani6ationa) Co%%it%ent p! 38$.7. >rgani-ational commitment is a better indicator of turnover than job satisfaction.(True Moderate Or-ani6ationa) Co%%it%ent p! 38$.1. >rgani-ational commitment is probably less important in predicting job satisfaction today than itwas a generation ago.(True Moderate Or-ani6ationa) Co%%it%ent p! 38$.. (ust barely over one?half of Americans were satisfied with their jobs in 77+.(True Cha))en-in- Job Satisfaction in the U!S! p! 33$(ob $atisfaction.&.*nmeasuringjobsatisfaction, thetwomost widelyusedmeasuringapproachesareasingleglobal rating and a score made by weighting the contribution of a number of job facets to overallsatisfaction.(@a)se Moderate Measurin- Job Satisfaction p! 39).'. $umming up responses to a number of job factors achieves a more accurate evaluation of jobsatisfaction than does a single global rating.(@a)se Moderate Measurin- Job Satisfaction p! 39$.+. Asking employees how they feel about key elements in a job, then adding the results to create anoverall job satisfaction score is the single global rating approach to job satisfaction.(@a)se Moderate Measurin- Job Satisfaction p! 39$.,.Actively and constructively attempting to improve conditions is e)pressing dissatisfaction throughloyalty.(@a)se Moderate 1oice p! 3"$...$ 1oice in.o).es acti.e)* and constructi.e)* atte%ptin- to i%pro.e conditionsAinc)udin- su--estin- i%pro.e%entsA discussin- prob)e%s CithsuperiorsA andso%e for%s of union acti.it*! 3$ Lo*a)t* in.o).es passi.e)* but opti%istica))* Caitin- for conditions to i%pro.eA soit is passi.e and constructi.e! 9$ ;e-)ect is passi.e)* a))oCin- conditions to CorsenA inc)udin- chronic absenteeis%or )atenessA reducedeffortA and increasederror rateA soit is apassi.e anddestructi.e response! (Moderate Job /issatisfaction p! 3"$ &AACS'( Ana)*tic S+i))s,60171. 4iscuss how job satisfaction can impact employee productivity, absenteeism and turnover.At the indi.idua) )e.e)A the e.idence su--ests that producti.it* is )i+e)*to )eadtosatisfaction! There is a consistent ne-ati.e re)ationship betCeen satisfaction andabsenteeis%A but thecorre)ationis%oderate! Satisfactionisa)sone-ati.e)*re)atedtoturno.erA but the corre)ation isstron-er than Chat Casfound for absenteeis%! Ani%portant%oderator of the satisfaction2turno.erre)ationship is the e%p)o*eeDs )e.e)ofperfor%ance! (Eas* JobSatisfactionandProducti.it*ATurno.erAand Absenteeis%pp!33A 57$ &AACS'( Ana)*tic S+i))s,COMP4EHE;SI1E ESSAFS17. 4iscuss cognitive dissonance theory. 1ow do individuals seek consistency among their attitudes,and between their attitudes and their behavior? Co-niti.e dissonance refers to an* inco%patibi)it* an indi.idua) %i-ht percei.e betCeentCo or %ore attitudesA or betCeen beha.ior and attitudes! @estin-er ar-ued that an* for%of inconsistenc* is unco%fortab)eA and that indi.idua)s Ci)) atte%pt to reduce thedissonance andA henceA the disco%fort! The* Ci)) see+ a stab)e stateA in Chich there is a%ini%u% of dissonance! 4esearch has -enera))* conc)uded thatpeop)e see+ consistenc* a%on- their attitudesAandbetCeentheir attitudes andtheir beha.ior! The* do this b* a)terin- either theattitudes or the beha.iorA or b* de.e)opin- a rationa)i6ation for the discrepanc*! The* canden* that an* c)ear causation betCeen the attitude and the beha.ior has beenestab)ished! The*canbrainCashthe%se).esb*continua))*articu)atin-thebenefitsoftheattitudeorthebeha.ior! The*canac+noC)ed-ethene-ati.econseGuencesoftheattitude or beha.ior but rationa)i6e it! The* can accept the research e.idence and be-inacti.e)*Cor+in-tobetterthe conditions! Orthe*canGuittheattitudeorthe beha.iorbecause the dissonance is too -reat! (Cha))en-in- Co-niti.e /issonance p! "0$ &AACS'(Ana)*tic S+i))s,17&. 4iscuss whether employee satisfaction is related to positive customer outcomes.The e.idence indicatesthat satisfiede%p)o*ees increasecusto%er satisfaction and)o*a)t*! In ser.ice or-ani6ationsA custo%er retention and defection are hi-h)* dependenton hoC front2)ine e%p)o*ees dea) Cith custo%ers! Satisfied e%p)o*ees are %ore )i+e)* tobe friend)*A upbeatA and responsi.e H Chich custo%ers appreciate! And because satisfiede%p)o*eesare)esspronetoturno.erAcusto%ersare%ore)i+e)*toencounterfa%i)iarfacesandrecei.ee:periencedser.ice!TheseGua)itiesbui)dcusto%er satisfactionand)o*a)t*! /issatisfied custo%ers can increase an e%p)o*eeDs Eob dissatisfaction!E%p)o*eesChoha.ere-u)arcontactCithcusto%ersreport thatrudeA thou-ht)essA orunreasonab)*de%andin-custo%ersad.erse)*effect thee%p)o*eesD Eobsatisfaction!(Moderate Job Satisfaction and Custo%er Satisfaction p! 35$ &AACS'( Ana)*tic S+i))s,61