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-managed
organizations.
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
unit
12. 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 dynamic
15. 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 and
energy 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 identifies
with 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 an
atmosphere 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 and
emotional 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 bending
the 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 release
3. Training needs
4. Plan and monitor new programs
35. Behavioral indicators of Job Satisdaction: Turnover, absenteeism, tardiness
36. 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 selct
and 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 those
aspects
2. Undirected: general comments about the job
40. Reliability: capactiy of a survey instrument to produce consistent results, regardless of who
administers 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 can
unders 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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