How can Vera's job attitudes best be described? This is an example of which major job attitude? Which of the following is the most probable cause of Ramiro's high job satisfaction? Which of the following best describes Ben's response to his dissatisfaction? Employee satisfaction is positively correlated to customer satisfaction. Employee satisfaction has no correlation to customer satisfaction. Satisfied customers tend to raise employee satisfaction.
Which of these statements are true? Questions Q1. Multiple Choice. A complex understanding. Answer: C the affective component. Free Janice is spending the summer working as an intern writing copy for a local firm. A the positive component. Answer: E the behavior component. Free Which of the following answer choices is the best definition of attitude? A Attitudes indicate how one will react to a given event. Answer: D Attitudes are evaluative statements of what one believes about something or someone.
A cognitive. Answer: A You need to subscribe to get the answer. Explanation: You cannot see the question answer before you subscribe, please create an account and subscribe to one of our plans to get access to the answer.
A affective. A Jan believes that it is important that she know exactly who is in the office at any given time. E Jan notes which employees leave the office without signing out, and reports them to their supervisors. Which of the following is an example of an affective attitude? A Believing that you did a good job. A Dissonance is reduced because of the sense of control by the individual. A organizational dissonance. A Maslow. A reactance. A "It's not a problem that I speed a little bit; it's not much over the limit, and everyone else speeds some.
B "The speed limits are just too low around here; anyone driving at a reasonable speed will break them. D "I've got to drive fast sometimes, otherwise I will not make all my deliveries and I'll lose clients. A cognitive dissonance. A Hofstede. A deciding this issue is unimportant. In this situation Mrs. A behavior; behavior. It is safe to say that this wouldn't be a problem if Mrs.
A a worker rather than a supervisor. A variable state with variable dissonance. A values of the elements creating the dissonance. A Cameron should invite Blake to lunch and directly confront him with her feelings. A refers to something that the individual has direct personal experience with.
A job satisfaction. A a result. A low job satisfaction and low job involvement. A the degree to which an employee identifies with the organization they work for and its goals. B an employee's belief that the organization they work for will go to considerable lengths to ensure that its employees are treated fairly.
C the degree to which an employee's sense of fulfillment and self worth is related to their job. D the amount of effort an employee will make in order to keep or advance their position in an organization. A pay. A psychological empowerment. Which of the following is not considered a major job attitude by OB researchers? Which of the following is the best method for measuring job satisfaction?
A a single global rating system of 1 to 5 highly satisfied to highly dissatisfied. The following are methods of measuring employee attitudes:. A I only. A are less satisfied with their jobs.
A Charles is less likely to be satisfied with his job than Adam. A Most workers are satisfied with their jobs overall. Which of the following statements is not true? A Satisfied employees increase customer satisfaction and loyalty. Trust is also important. Job Satisfaction and Employee Performance.
Satisfaction and Productivity. Satisfaction and Absenteeism. Satisfied employees have fewer avoidable absences. Satisfaction and Turnover. Satisfied employees are less likely to quit. Organizations take actions to retain high performers and to weed out lower performers.
Satisfaction and OCB. Satisfied employees who feel fairly treated by and are trusting of the organization are more willing to engage in behaviors that go beyond the normal expectations of their job. Satisfaction and Customer Satisfaction. Satisfied workers provide better customer service.
This also related to the development at work. Thus, only these two factors of personality were ed in this study. Thus, H 5: the higher conscientiousness employees report, the more a work satisfaction and b affective commitment they have. This referred to the factor of personality that describes people who were frequently affected by negative affect, such as nervousness, anxiety, doubt, and worry. Thus, H 6: the higher neuroticism employees report, the less a work satisfaction and b affective commitment they have.
The respondents were female, male full-time workers from non-gaming industries excluding public sector in Macau. Their age ranged from 20 to 64 years old, and average age was A questionnaire was the tool used to contain data for all the variables. All measures were originally constructed in English with existing validity and reliability; a back-translation technique by bilingual expert linguists was used because data were collected in Macau where Chinese is spoken.
All items used a five-point Likert scale, ranging from 1 strongly disagree to 5 strongly agree. Cronbach reliabilities for all the measures are shown in Table 1. All variables valued from 1 to 5. Reliabilities are in the parentheses along the diagonal. Work satisfaction. Ten items from Roznowski's d version of Smith et al. Affective commitment. Seven items from the Affective Commitment subscale of Allen and Meyer's Organizational Commitment Scale were used to measure this variable.
Management ethics. It was measured with a 5-item scale, which was derived from two scales described by Valentine and Barnett , that were used to measure corporate ethical values. As there was some overlap in the two scales, and they contained items that were relatively long, only five items were ed for the salience of their ideas.
Family emotional support. As the present study was designed to assess the extent of received support, some items were d because of excessive item length or ambiguity. Distributive justice. This was measured with a 5-item scale developed from two sources. Three items on the assignment of workloads, work schedules, and job responsibilities were adapted from Niehoff and Moorman's Distributive Justice Scale. The other two items on performance appraisals and promotions were newly d. A subscale of Perfectionism from the Big Five personality dimensions was assessed.
As the target group of this study was full-time workers from non-gaming industries excluding those in public sector , the data were obtained in business districts in Macau. In addition, this study was not conducted inside the organizations where respondents were working to avoid any pressure from the management. A systematic sampling method was used, that is, for every fifth person passing by, the respondents were approached when they were at lunch breaks, after work, or at weekend in business districts; it helped to ensure the respondents had more spare time to fill in the questionnaire and to eliminate the sense of being monitored by their management if it had taken place within the organizations.
In accord with international guidelines for the ethical treatment of research participants, guidelines of the American Psychological Association were followed. The respondents were approached individually, asking them whether they were full time employees from non-gaming industry, then asked them to fill in a questionnaire and telling them the purpose of the study. Those who agreed were handed the questionnaire, and of the people asked, complete questionnaires were collected, with a response rate of According to Hair, Anderson, Tatham, and Black , pp.
This test uses all the independent variables for the planned regressions , and regresses each one on all the other independent variables excluding the demographics because they are naturally correlated.
The tolerance values for the independent variables ranged from. Common Method Bias is a statistical phenomenon in which statistical relationships may be based on the measurement method but not on the measure of the construct.
If a ratio of the resultant chi-square value over the degrees of freedom is less than 2. For this study, the ratio was 4. Means, standard deviations, and correlations were computed for the variables to assess their hypothesized relationships with Work Satisfaction and Affective Commitment.
Affective Commitment was found to have significant positive and negative correlations to all independent variables, namely, Management Ethics, Family Emotional Support, Distributive Justice, Conscientiousness, and Neuroticism, which support H 2a to H 6a, while work satisfaction was found to have significant positive and negative correlations to all independent variables except Conscientiousness, which support H 2b to H 4b, and H 6b, but did not support H 5b.
For details, these results with the strength of the relationships are shown in Table 1. To test the strengths of the relationships among the variables, two multiple stepwise regressions were run. For Work Satisfaction, all five variables entered the equation, proving to be good predictors. Each predictor did have the power to estimate Work Satisfaction.
The strongest predictor was Distributive Justice, that showed that? R 2 was. The second predictor was Family Emotional Support, showing that?
The other predictors were Neuroticism, Conscientiousness, and Management's Ethics; for Neuroticism, it showed that? These results are shown in Table 2.
For Affective Commitment, three variables entered the equation. The strongest predictor was Distributive Justice, showing that? The second predictor was Management's Ethics, that showed that?
The third predictor was Family Emotional Support, which showed that? This might reveal a possibility that employees in non-gaming industries were committed to the organizations but were dissatisfied at work.
Interestingly, family emotional support was another positive predictor of both work satisfaction and commitment; this revealed that emotional support from the social context, namely family, could increase their satisfaction at work and their likelihood to commit to their organizations emotionally.
The results of this study provided some insights for society and management in non-gaming industries. When there were limited standards and guidelines for the employees to follow, once they experienced something extraordinary, they tended to hesitate and avoid to deal with the problems, or used their own ways to handle the situation or to make their own decisions for the questions.
This could generate an atmosphere of ambiguity within the organization, when some employees avoided to take the uncertain responsibility and others in the organization had to take additional responsibility to ensure the problems were solved. It was an usual phenomenon of lack of distributive justice, i. Unlike casino relevant organizations the worldwide ones , they are more likely to be organized with internal standard inherently and possess more resources.
According to the equity theory see Adam, , employees were more likely to be satisfied at work when management provided their employees pay, rewards, and allocation their outcomes under a distributive justice system, i. Last but not least, emotional support from family could strengthen their satisfaction at work among non-gaming industries.
A possible explanation is perhaps that trivialization coupled with attitude change is qualitatively different from trivialization alone. This type of trivialization might actually assist the attitude-change process in a rather complex cognitive reappraisal procedure. There is a need for a more pluralistic approach to the investigation of dissonance reduction, since the reduction process is a multi-layered phenomenon that could be studied across the spectrum of intra- and inter-psychological space, and across the space of weak and strong situations.
For instance, to date there has not been any large-scale attempt to examine the role of individual difference in dissonance reduction. Although research has provided some important insights into how personality can moderate dissonance reduction, the findings are rather disconnected from each other and somewhat ambiguous e. Since we argue that the dissonance-reduction process should be regarded as emotion regulation, individual differences in reactivity biologically based reactions to changes in the external and internal environment; Rothbart et al.
A possible prediction would be that individuals high on reactivity and low on effortful control measured with the adult temperament questionnaire; Evans and Rothbart, will go straight for the habitual response while others thanks to effortful control might be able to withstand emotional turmoil and evaluate the dissonant situation more thoroughly. As for emotional competence, one could predict that an emotionally competent measured with the trait-meta-mood scale; Salovey et al.
Aside from the individual differences approach, future dissonance research should involve a broader set of methodological approaches to the study of dissonance reduction. Longitudinal designs, experience sampling, multi-trait analyses, non-linear analyses, and more qualitative analyses will undoubtedly advance our understanding of the dissonance-reduction process.
For instance, from a lifespan perspective it is obvious that an individual will probably not reduce dissonance in the same way at 55 years of age vs. Given that most research on dissonance has been performed on university students, a lifespan perspective might be a very important issue to consider. Furthermore, a non-linear perspective could also propel dissonance theory forward. Based on a Brunswikian approach Brunswik, , another possible suggestion for future research is to map the universe of different dissonant situations—that is, creating a taxonomy of dissonant situations cf.
In this way it would be easier for researchers to both understand the nature of specific situations, and the nature of overarching dissonance structures.
Further, thinking about the universe of dissonant situations and dissonance-reduction strategies could help to understand how these concepts relate to other areas of psychological inquiry, as well as the boundary conditions for these concepts.
Thus, this approach may contribute to the empirical study of dissonance research. Finally, on a more general note, our model could also help understand how people cope with more distressing life events. That is, how people tend to reduce dissonance might actually be an important hint as to how people handle major life events.
In a similar vein, since our model includes both traditional emotion-regulation strategies avoidance, distraction, cognitive reappraisal and more traditional coping strategies behavioral change, act rationalization , it could also help bridge the gap between emotion regulation and coping mechanisms. In sum, future exploration should focus on questions such as a what is general about dissonance reduction, b what is specific to certain situations, c what is specific to certain individuals, d how do individuals vary from situation to situation and over time , and e how do people reduce dissonance outside of the laboratory context.
Our theoretical contribution reconciles past ideas regarding dissonance reduction by simply commencing from the core emotional premise of dissonance theory i.
In essence, the present theoretical paper demonstrates that previous accounts of how people use dissonance-reduction strategies are bound to specific cases and methodological constraints. We therefore proposed a working dissonance-reduction model that transcends specific experimental paradigms and reduction strategies.
Specifically, we found that a wider theoretical perspective and a more pluralistic approach to research design results in a richer understanding of the psychological phenomena of dissonance reduction.
Applying the suggested emotion-regulation framework on dissonance research may hopefully open up new avenues of inquiry and help bring dissonance theory into the second decade of the twenty-first century. The dataset for this paper is available at osf.
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