Ch 3 - Values Attitudes Moods and Emotions

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honestkyle
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257267
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Ch 3 - Values Attitudes Moods and Emotions
Updated:
2014-01-19 15:19:06
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MGT6961
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MGT6961
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Values, attitudes, moods, and emotions
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  1. Values
    One's personal convictions about what one should strive for in life and how one should behave
  2. Work values
    An employees's personal convictions about what outcomes one should expect from work and how one should behave at work
  3. Intrinsic work values
    Work values that are related to work itself
  4. Extrinsic work values
    Work values that are related to the consequences of work
  5. Ethical values
    One's personal convictions about what is right and wrong
  6. Utilitarian values
    Values that should dictate that decisions should be made that generate the greatest good for the greatest number of people
  7. Moral rights values
    Values that dictate that decisions should be made in ways that protect the fundamental rights and priveleges of people affected by the decisions
  8. Justice values
    Values that dictate that decisions should be made in ways that allocate benefit and harm among those affected by the decisions in a fair, equitable, or impartial manner
  9. Code of ethics
    Set of formal rules and standards, based on ethical values and beliefs about what is right and wrong, that employees can use to make appropriate decisions when the interests of other individuals or groups are at stake
  10. Whistleblower
    A person who informs people in positions of authority and/or the public of instances of wrongdoing, illegal behavior, or unethical behavior in an organization
  11. Work attitudes
    Collections of feelings, beliefs, and thoughts about how to behave in one's job and organization
  12. Job satisfaction
    The collection of feelings and beliefs that people have about their current jobs
  13. Organizational commitment
    The collection of feelings and beliefs that people have about their organizations as a whole
  14. Work mood
    How people feelĀ at the time they actually perform their jobs
  15. Workplace civility
    Rude interpersonal behaviors reflective of a lack of regard and respect for others
  16. Emotions
    Intense short-lived feelings that are linked to a specific cause or antecendent
  17. Emotional labor
    The work that employees perform to control their experience and expression of moods and emotions on the job
  18. Emotional dissonance
    An internal state that exists when employees are expected to express feelings that are at odds with how the employees are actually feeling
  19. Trust
    An expression of confidence in another person or group of people that you will not be put at risk, harm, or injured by their actions
  20. Work situation
    The work itself, working conditions, and all other aspects of the job and the employing organization
  21. Social influence
    The influence that individuals or groups have on a person's attitudes and behavior
  22. Job facet
    One of numerous components of a job
  23. The facet model of job satisfaction
    Focuses primarily on work situation factors by breaking a job into its component elements, or job facets, and looking at how satisfied employees are with each facet
  24. Herzberg's motivator-hygiene theory of job satisfaction
    • When motivator needs are met, employees will be satisfied; when these needs are not met, employees will not be satisfied
    • When hygiene needs are met, employees will not be dissatisfied; when these needs are not met, employees will be dissatisfied
  25. Motivator needs
    Herzberg's motivator-hygiene theory
    Associated with the actual work itself and how challenging it is.
  26. Hygiene needs
    Herzberg's motivator-hygiene theory
    Associated with the physical and psychological context in which the work is performed.
  27. Discrepancy model of job satisfaction
    • To determine how satisfied they are with their jobs, employees compare their job to some ideal job.
    • When expectations of their ideal job are not met at their current job, they will be dissatisfied
  28. The steady state theory of job satisfaction
    • Suggests that each employee has a typical, or characteristic, level of job satisfaction, called the steady state or equilibrium level.
    • The employee will return eventually to his or her equilibrium level.
  29. Is job satisfaction meaningfully associated with job performance?
    No
  30. How are job satisfaction and absenteeism related?
    Employees how are satisfied with their jobs are somewhat less likely to be absent
  31. Turnover
    The permanent withdrawal of an employee from the employing organization
  32. Organizational citizenship behavior
    Behavior that is not required but is necessary for organizational survival and effectiveness
  33. Employee well-being
    How happy, healthy, and prosperous employees are
  34. Effective commitment
    The commitment that exists when employees are happy to be members of an organization
  35. Continuance commitment
    The commitment that exists when it is very costly for employees to leave an organization

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