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level: Chapter 10

Questions and Answers List

level questions: Chapter 10

Question	Answer
attitude employees have toward their jobs	job satisfaction
extent to which an employee identifies with and is involved with an organization	organizational commitment
when employees have a strong, consistent beliefs about their level of job satisfaction	affective 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 job	affective 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 job	continuance commitment
extent to which an employee feels obligated to the organization and as a result of this obligation, must remain with the organization	normative commitment
factor that influence levels of job satisfaction and commitment	antecedents
postulate that some variability in job satisfaction is due to an individual's personal tendency across situations to enjoy what she does	individual's difference theory
suggests that job satisfaction not only may be fairly stable across jobs but also may in part be genetically predetermined	genetic predispositions
tendency to have negative emotions such as fear, hostility and anger	negative affectivity
perceived ability to master their environment	self-efficacy
perceived ability to control their environment	external locus of control
suggests that bright people have slightly lower job satisfaction than do less intelligent employees in jobs that are not complex	Ganzach
extent to which the rewards, salary and benefits received by employees are perceived to be consistent with their experts and performance	needs or supplies fit
postulates that employees observe the levels of motivation and satisfaction of other employees and then model these levels	Social 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 job	practicality
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 well	organizational justice
perceived fairness of the actual decisions made in an organization	distributive justice
perceived fairness of the methods used to arrive at the decision	procedural justice
perceived fairness of the interpersonal treatment employees receive	interactional justice
employees are given the opportunity perform several jobs in an organization	job rotation
employees are given more faces to perform at the same time	job enlargement
employees are allowed to make more complex decisions	knowledge enlargement
employees are given more tasks of the same difficulty level to perform	task enlargement
employees are given more responsibility over the tasks and decisions related to their job	job enrichment
a measure to the extent to which a job provides opportunities for growth autonomy and meaning	Job diagnostic survey
employee groups that meet to propose changes that will improve productivity and the quality of work life	Self 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 job	faces 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 dimensions	minnesota satisfaction questionnaire (MSR)
measure of the overall level of job satisfaction	job in general scale (JIG)
has 24 items, 8 each for the 3 factors of affective continuance and normative commitment	allen 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 organization	organizational commitment questionnaire (OCM)
nine-item survey developed by Balfour and Wechsler (1996) that measures 3 aspects of commitment: identification, exchange and affiliation	organizational commitment scale (OCS)
ask employees questions specific to their organization	Custom Designed inventories
involves paying employees for their unused sick leave, top method for reducing absenteeism	well pay
employees who attain certain level of attendance are given a cash reward	financial bonus
an attendance policy in which all paid vacation, sick days, holidays and so forth are combined	Paid time off program (PTD)/ Paid level bank
extent to which on employees personality values attitudes philosophy and skills match those of the organization	person 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 job	embeddedness
behaviors that are not part of an employee's job but that make the organization a better place to work	organizational citizenship behaviors (OCBs)