Study Guide for Organizational Behavior Chapters 3 & 4 PDF

Study Guide for Essentials of Organizational Behavior Chapters 3 & 4 Chapter 3: Attitudes and Job Satisfaction Key Learning Objectives: 1.​ Components of Attitudes: ○​ Cognitive Component: Opinion or belief segment (e.g., "I believe this task is important"). ○​...

Study Guide for Essentials of Organizational Behavior Chapters 3 & 4 Chapter 3: Attitudes and Job Satisfaction Key Learning Objectives: 1.​ Components of Attitudes: ○​ Cognitive Component: Opinion or belief segment (e.g., "I believe this task is important"). ○​ Affective Component: Emotional or feeling segment (e.g., "I dislike this job"). ○​ Behavioral Component: Intention to behave in a certain way (e.g., "I will quit this job"). 2.​ Cognitive Dissonance: ○​ Inconsistency between attitudes or between behavior and attitudes. ○​ Factors influencing dissonance reduction: ​ Importance of elements creating the dissonance. ​ Degree of control over the elements. ​ Rewards for maintaining the dissonance. 3.​ Major Job Attitudes: ○​ Job Satisfaction: Positive feeling about a job. ○​ Job Involvement: Degree of psychological identification with the job. ○​ Organizational Commitment: Emotional attachment to the organization. ​ Affective, continuance, and normative commitment. ○​ Perceived Organizational Support (POS): Belief that the organization values employee contributions. ○​ Employee Engagement: Involvement and enthusiasm for work. 4.​ Measuring Job Satisfaction: ○​ Single Global Rating: Overall satisfaction with few questions. ○​ Summation Score Method: Satisfaction with various job aspects. 5.​ Causes of Job Satisfaction: ○​ The Work Itself: Strongest correlation with satisfaction. ○​ Social Component: Relationships at work. ○​ Pay: Important until a comfortable living level. ○​ Corporate Social Responsibility (CSR): Positive impact on satisfaction. 6.​ Outcomes of Job Satisfaction: ○​ Exit: Leaving the organization. ○​ Voice: Actively improving conditions. ○​ Loyalty: Waiting optimistically for improvements. ○​ Neglect: Allowing conditions to worsen. 7.​ Counterproductive Work Behavior (CWB):  ○​ Workplace deviance often linked to dissatisfaction. 8.​ Benefits of Satisfaction: ○​ Better job and organizational performance. ○​ Greater customer satisfaction. ○​ Lower absenteeism and turnover. ○​ Reduced workplace deviance. 9.​ Implications for Managers: ○​ Monitor employee satisfaction. ○​ Align work interests with job challenges. ○​ High pay alone is insufficient for job satisfaction. Chapter 4: Emotions and Moods Key Learning Objectives: 1.​ Emotions vs. Moods: ○​ Emotions: Intense, short-lived feelings directed at someone or something. ○​ Moods: Less intense, longer-lived feelings without a specific target. 2.​ Basic Emotions: ○​ Anger, fear, sadness, happiness, disgust, surprise. 3.​ Moral Emotions: ○​ Emotions linked to moral judgments (e.g., moral disgust). 4.​ Positive and Negative Affect: ○​ Positive Affect: Excitement, enthusiasm. ○​ Negative Affect: Nervousness, stress. 5.​ Sources of Emotions and Moods: ○​ Personality: Affects mood intensity. ○​ Time of Day/Week: Moods vary by time. ○​ Weather: Illusory correlation (little real impact). ○​ Stress, Sleep, Exercise: Direct impact on moods. ○​ Age and Gender: Older people experience fewer negative emotions; women express emotions more frequently. 6.​ Emotional Labor: ○​ Managing emotions for job requirements. ○​ Surface Acting: Hiding true emotions. ○​ Deep Acting: Trying to feel required emotions. 7.​ Affective Events Theory (AET): ○​ Events at work trigger emotional reactions, influencing performance and satisfaction.  8.​ Emotional Intelligence (EI): ○​ Perceiving, understanding, and regulating emotions. ○​ Cascading Model: Perception → Understanding → Regulation. ○​ Debate: EI has intuitive appeal but challenges in measurement. 9.​ Emotion Regulation: ○​ Techniques include acknowledging emotions and venting. 10.​Organizational Behavior Applications: ​ Selection: EI as a hiring factor. ​ Decision Making: Positive emotions enhance problem-solving. ​ Creativity: Positive moods promote creativity. ​ Motivation: Positive moods motivate employees. ​ Leadership: Emotions help convey messages effectively. ​ Customer Service: Emotional contagion affects customer experience. ​ Job Attitudes: Moods impact job carryover. ​ Safety: Bad moods can lead to workplace injuries. 11.​Implications for Managers: ​ Recognize emotions as part of the workplace. ​ Model positive emotions for creativity and motivation. ​ Provide positive feedback. ​ Encourage positive emotional displays in service roles. Scenario-Based Sample Questions 1.​ Emotional Intelligence Scenario: Sarah is a manager at a marketing firm. She notices that one of her team members, John, seems stressed and upset after a meeting. Instead of ignoring it, she takes John aside to discuss his feelings and helps him refocus on positive outcomes. What component of Emotional Intelligence (EI) is Sarah demonstrating? ○​ A) Perceiving emotions ○​ B) Understanding emotions ○​ C) Regulating emotions ○​ D) Ignoring emotions 2.​ Job Satisfaction Scenario: Mark works at a company where he enjoys the challenging tasks but finds the social environment lacking. According to job satisfaction research, which factor is likely contributing most to Mark’s overall satisfaction? ○​ A) Pay ○​ B) Social component ○​ C) The work itself ○​ D) Corporate social responsibility 3.​ Cognitive Dissonance Scenario: Jane strongly believes in environmental sustainability, but her new job requires her to work for a company that heavily pollutes. What action is Jane most likely to take to reduce her cognitive dissonance? ○​ A) Quit her job immediately ○​ B) Justify the company’s actions by focusing on its positive contributions ○​ C) Ignore the environmental issues ○​ D) Voice her concerns to management 4.​ Affective Events Theory Scenario: During a typical workday, Emma receives positive feedback from her manager, which boosts her mood and makes her more productive. This situation aligns with which theory? ○​ A) Cognitive Dissonance ○​ B) Affective Events Theory ○​ C) Surface Acting ○​ D) Emotional Contagion 5.​ Emotional Labor Scenario: A customer service representative is required to smile and remain cheerful even when dealing with rude customers. This is an example of: ○​ A) Surface acting ○​ B) Deep acting ○​ C) Emotional dissonance ○​ D) Moral emotion