CHAPTER 3: ATTITUDES AND BEHAVIOR - Coggle Diagram
CHAPTER 3: ATTITUDES AND BEHAVIOR
four employee responses to job dissatisfaction.
Responses to dissatisfaction
The exit response directs behavior toward leaving the organization, including
looking for a new position or resigning.
The voice response includes actively and constructively attempting to improve conditions, including suggesting improvements, discussing problems with superiors, and undertaking union activity.
The loyalty response means passively but optimistically waiting for
conditions to improve
including speaking up for the organization in the face of external
criticism and trusting the organization and its management to “do the right thing
The neglect response passively allows conditions to worsen and includes
chronic absenteeism or lateness, reduced effort, and an increased error rate.
Counterproductive Work Behavior (CWB)
Substance abuse, stealing at work, undue socializing, gossiping, absenteeism, and tardiness
are examples of behaviors that are destructive to organizations.
CWB is an emotional reaction to perceived
unfairness, a way to try to restore an employee’s sense of equity exchange.
when numerous alternative jobs are available, dissatisfied employees have high absence rates, but when there are few alternatives, dissatisfied employees have the same (low) rate of absence as satisfied employees.
Overall, a pattern of lowered job satisfaction is the best
predictor of intent to leave. Turnover also has a workplace environment connection.
The satisfaction–turnover relationship is affected by alternative job prospects. y, job dissatisfaction is more likely to
translate into turnover when other employment opportunities are plentiful.