Buscar
Estás en modo de exploración. debe iniciar sesión para usar MEMORY

   Inicia sesión para empezar

level: Chapter 10

Questions and Answers List

level questions: Chapter 10

QuestionAnswer
attitude employees have toward their jobsjob satisfaction
extent to which an employee identifies with and is involved with an organizationorganizational commitment
when employees have a strong, consistent beliefs about their level of job satisfactionaffective cognitive consistency
extent to which a employee wants to remain with the organization due to the time expense and effort that she has already put into it or the difficulty she would have in finding another jobaffective commitment
extent to which employees believe they must remain with the Organization due to the time, expense and effort that she has already put into it or the difficulty she would have in finding another jobcontinuance commitment
extent to which an employee feels obligated to the organization and as a result of this obligation, must remain with the organizationnormative commitment
factor that influence levels of job satisfaction and commitmentantecedents
postulate that some variability in job satisfaction is due to an individual's personal tendency across situations to enjoy what she doesindividual's difference theory
suggests that job satisfaction not only may be fairly stable across jobs but also may in part be genetically predeterminedgenetic predispositions
tendency to have negative emotions such as fear, hostility and angernegative affectivity
perceived ability to master their environmentself-efficacy
perceived ability to control their environmentexternal locus of control
suggests that bright people have slightly lower job satisfaction than do less intelligent employees in jobs that are not complexGanzach
extent to which the rewards, salary and benefits received by employees are perceived to be consistent with their experts and performanceneeds or supplies fit
postulates that employees observe the levels of motivation and satisfaction of other employees and then model these levelsSocial Information Processing Theory/ Social learning theory
subjects performed a task with experimenters pretending to be the sheets.confederates
an organization cannot easily control other variables such as how far an employee lives from work or the number of friends an employee makes on the jobpracticality
theory that postulates that if employees perceive they are being treated fairly, they will be more likely to be satisfied with their jobs and motivated to do wellorganizational justice
perceived fairness of the actual decisions made in an organizationdistributive justice
perceived fairness of the methods used to arrive at the decisionprocedural justice
perceived fairness of the interpersonal treatment employees receiveinteractional justice
employees are given the opportunity perform several jobs in an organizationjob rotation
employees are given more faces to perform at the same timejob enlargement
employees are allowed to make more complex decisionsknowledge enlargement
employees are given more tasks of the same difficulty level to performtask enlargement
employees are given more responsibility over the tasks and decisions related to their jobjob enrichment
a measure to the extent to which a job provides opportunities for growth autonomy and meaningJob diagnostic survey
employee groups that meet to propose changes that will improve productivity and the quality of work lifeSelf directed teams/ quality circles
measure of job satisfaction in which raters place a mark under a facial expression that is most similar to the way they feel about their jobfaces scale
measure of job satisfaction that yields scores on five dimensions (supervision, pay, promotional opportunities, coworkers and the work itself)job description index (JDI)
measure of job satisfaction that yields scores on 20 dimensionsminnesota satisfaction questionnaire (MSR)
measure of the overall level of job satisfactionjob in general scale (JIG)
has 24 items, 8 each for the 3 factors of affective continuance and normative commitmentallen and mayer survey
15-item questionnaire to measure 3 commitment factors: acceptance of the organization's values and goals, willingness to work to help the organization and a desire to remain with the organizationorganizational commitment questionnaire (OCM)
nine-item survey developed by Balfour and Wechsler (1996) that measures 3 aspects of commitment: identification, exchange and affiliationorganizational commitment scale (OCS)
ask employees questions specific to their organizationCustom Designed inventories
involves paying employees for their unused sick leave, top method for reducing absenteeismwell pay
employees who attain certain level of attendance are given a cash rewardfinancial bonus
an attendance policy in which all paid vacation, sick days, holidays and so forth are combinedPaid time off program (PTD)/ Paid level bank
extent to which on employees personality values attitudes philosophy and skills match those of the organizationperson or organization fit
extent which to employees have limits to their jobs and community, the importance of there links and the ease with which they can be broken and replaced at another jobembeddedness
behaviors that are not part of an employee's job but that make the organization a better place to workorganizational citizenship behaviors (OCBs)