Midterm 1 Study Guide

O machiavellianism the degree to which an individual

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Unformatted text preview: improve Neglect- dissatisfaction expressed through allowing conditions to worsen Exit and neglect behaviors encompass performance variables such as absenteeism and turnover. But, the model expands employee response to include voice and loyalty- constructive behaviors that allow individuals to tolerate unpleasant situations or revive satisfactory working conditions. Job Satisfaction and Job Performance- happy workers are likely to be productive workers. There is a strong correlation between job satisfaction and job performance. Job Satisfaction and OCB- job satisfaction is moderately correlated with an employee’s organizational citizenship behavior. Those who feel their co- workers support them are more likely to engage in helpful behaviors. Job Satisfaction and Customer Satisfaction- Satisfied employees increase customer satisfaction and loyalty. Job Satisfaction and Absenteeism- there is a consistent negative relationship between the two but it is moderate to weak. While it makes sense that dissatisfied employees are more likely to miss work, other factors affect the relationship. Job Satisfaction and Turnover- the relationship between the two is stronger than between satisfaction and absenteeism. This is affected by alternative job prospects. If an employee is presented with an unsolicited job offer, job dissatisfaction is less predictive of turnover between the employee is more likely leaving response to pull or push. Job dissatisfaction is more likely to translate into turnover because they have, or perceive, many available alternatives. Job Satisfaction and Workplace Deviance- Job dissatisfaction and antagonistic relationships with co- workers predict a variety of behaviors organizations find undesirable. Behaviors such as substance abuse, stealing at work, undue socializing, and tardiness, are indicators of a broader syndrome called deviant behavior in the workplace. If employees don’t like their work...
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