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| Questão | Responda |
| What is Attitude? | Evaluative statements or judgements concerning objects, people, or events. |
| 3 Components of Attitude | Cognitive Component: The opinion or belief segment of an attitude. (My supervisor is very fair) Affective Component: The emotional or feeling segment of an attitude. (I like my supervisor) Behavioural Component: An intention to behave in a certain way. (I will work hard to do a good job) |
| Job Attitudes (work-related attitudes) 4 Areas | Job Satisfaction: A positive feeling about one’s job resulting from an evaluation of its characteristics. An employee who has high job satisfaction feels good about his or her job. Job Involvement: The degree to which a person identifies with a job, actively participates in it, and considers his or her performance important to self-worth. In other words, a person with high job involvement is highly concerned about his or her job and wants to do well in it. Organisational Commitment: The degree to which an employee identifies with a particular organisation and its goals and wishes to maintain membership in the organisation. An employee who has high organisational commitment wants to remain with the company and is willing to make sacrifices for the company. Employee Engagement: An individual’s involvement with, satisfaction with, and enthusiasm for the work he or she does. An employee with high employee engagement is passionate about his or her work. |
| Why Job Attitudes important? Affects 6 areas | Improve employee attitudes will likely result in heightened organisational effectiveness all the way to high customer satisfaction—and profits. 1. productivity 2. absenteeism 3. turnover 4. workplace deviance 5. organizational commitment 6. customer satisfaction |
| 4 Job responses affected by job satisfaction | Exit: Behaviour directed towards leaving the organisation. Job dissatisfaction may lead employees to look for new positions or quit their jobs. Voice: Active and constructive attempts at improving conditions. Job dissatisfaction may lead employees to provide suggestions to their company. Loyalty: Passively waiting for conditions to improve. Job dissatisfaction may lead employees to passively wait for conditions to improve. Neglect: Allowing conditions to worsen. Job dissatisfaction may lead employees to be chronically absent or late for their jobs. |
| What is Personality? | The ways an individual reacts to and interacts with others. It describes the traits a person exhibits. |
| Factors that shape personality? | Heredity factors (inborn characteristics): determined at birth. For example, one’s gender and one’s temperament. Environmental factors (external environment): the culture people are raised in, the type of schools or jobs that people do, or the type of friends that people interact with. |
| Big Five Personality Model | 1. extraversion vs introversion 2. agreeableness vs antagonism 3. conscientiousness vs undirectedness 4. neuroticism vs emotional stability 5. openness to experience vs not open to experience |
| 2 other personality traits that affect workplace outcomes | Proactive personality: People who identify opportunities, show initiative, take action, and persevere until meaningful change occurs. Self-Monitoring: measures an individual's ability to adjust self behaviour to external, situational factors. |
| What is Values? | Values guide behaviour by informing people what is right, good, or desirable. It lays the foundation for understanding attitudes, motivations and perceptions. |
| 2 types of personality fit in workplace | 1. Person-Job Fit: How well an individual’s personality and values match their job. Employees’ job satisfaction and propensity to leave their jobs depend on how well their personalities match to the job. 2. Person-Organisation Fit: People are attracted to and selected by organisations that match their values. If there is a good match, people will be more satisfied and committed to the organisation. On the other hand, a poor match will increase the likelihood of employee turnover. |
| Hofstede 5 value dimension | Hofstede suggests that national culture can be assessed by looking at five dimensions. Power Distance: The degree to which people in a country accept that power in institutions and organisations is distributed unequally. Individualism versus Collectivism: preference to act as individuals or as members of groups Masculinity versus Femininity: Masculinity does not view men and women as equal. High femininity culture treats women and men equally in all respects. Uncertainty Avoidance: people in a country prefer structured over unstructured situations. Long-term versus Short-term Orientation: Long-term orientations look to the future and value thrift and persistence. Short-term orientation values the past and present and emphasises respect for tradition and fulfilling social obligations, they accept change more readily and don’t see commitments as impediments to change. |
| What is Perception? And factors that shape and distort perception resides in? | A process by which individuals organise and interpret their sensory impressions in order to give meaning to their environment 1. Perceiver - attitudes, personality, motives, interests, experience, expectations 2. Target - novelty, motion, sounds, size, background, proximity, similarity 3. Situation - time, work/social setting |
| Identify the 4 shortcuts individuals use in making judgments about others | 1. Selective Perception: The tendency to selectively interpret what one sees on the basis of one’s interests, background, experience, and attitudes 2. The Halo Effect: The tendency to draw a general impression about an individual on the basis of a single characteristic. 3. Contrast Effects: Current evaluation are affected by prior comparisons. 4. Stereotyping: Judging someone on the basis of one’s group |
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