1.
(p. 96)
Research shows that employees with low job satisfaction experience strong positive
feelings when they think about their duties or take part in their task activities.
2.
(p. 97)
Values are those things that people consciously or subconsciously want to seek or attain.
3. The Value-Precept Theory utilizes three critical psychological states to measure job
satisfaction.
4. The elements in employees’ relationships with their supervisors that affect levels of job
satisfaction are much different from the elements in employees’ relationships with their
coworkers that affect job satisfaction.
5.
(p. 98)
Value-percept theory suggests that people evaluate job satisfaction according to specific
“facets” of the job.
6.
(p. 99)
Some employees do not want frequent promotions because promotions bring more
responsibility and increased work hours.
7.
(p. 99)
Supervision satisfaction reflects employees’ feelings about their co-workers and the work
itself.
8.
(p. 100)
What employees actually do is captured by satisfaction with the work itself.
9.
(p. 100)
Satisfaction with the work itself is the single strongest driver of overall job satisfaction.
10.
(p. 101)
Meaningfulness of work captures the degree to which employees feel that they are key
drivers of the quality of the unit’s work.
11.
(p. 102)
Job characteristics theory argues that variety, identity, significance, autonomy, and
feedback result in high levels of the three psychological states (meaningfulness of work,
responsibility for outcomes, and knowledge of results), making work tasks more satisfying.
12.
(p. 102)
Variety is the degree to which the job provides freedom, independence, and discretion to
the individual performing the work.
13.
(p. 103)
Identity, as a core job characteristic, captures the belief that the job really matters.
14. According to Job Characteristics Theory, when students tell professors they hope to take
more courses with them, this high level of identity affects the professors’ job satisfaction.
15.
(p. 105)
Feedback provided directly by the job may have greater impact on job satisfaction than
formal appraisals from a supervisor.
16.
(p. 105)
Moderate to strong correlation between the five core job characteristics and job
satisfaction indicates all employees want more variety, more autonomous and significant jobs.
17.
(p. 105)
Growth need strength captures whether employees have strong needs for personal
accomplishment or developing themselves beyond their current levels.
18.
(p. 105)
When employees are very talented and feel a strong need for growth, the core job
characteristics do not have any effect.
19.
(p. 105)
For an individual with high growth need strength, there is a strong positive correlation
between satisfaction with the work itself and levels of the five core job characteristics.
20.
(p. 106)
Enrichment efforts can heighten work accuracy and customer satisfaction, though training
and labor costs tend to rise as a result of such changes.
21. Joe noticed that when his teammate Jan arrived at work, she was grouchy. Later she
appeared excited; but by the time they finished for the day, Jan was sluggish and bored. Joe
noticed how Jan’s emotions changed that day.
22.
(p. 108)
States of feeling that are intense, last for a few hours, and are clearly directed at (and
caused by) someone or some circumstance are termed moods.
23.
(p. 108)
Moods can be characterized in two ways: occupancy and engagement.
24.
(p. 110)
A challenging assignment given to a knowledgeable person would trigger intense positive
moods.
25.
(p. 111)
Passive recreation like watching TV would trigger flow states.
26.
(p. 111)
According to the affective events theory, affective reactions can influence work attitudes
and behaviors.
27.
(p. 111)
According to affective events theory, positive emotions may trigger spontaneous instances
of counterproductive behavior.
28.
(p. 112)
Service jobs are high in emotional labor.
29.
(p. 113)
Satisfied employees do a better job of fulfilling the duties described in their job
descriptions.
30.
(p. 114)
Research reveals that job satisfaction is correlated strongly with citizenship behavior.
31.
(p. 115)
Research shows that job satisfaction is one of the strongest predictors of life satisfaction.
32.
(p. 116)
Increases in salary or income have a stronger impact on life satisfaction than do increases
in job satisfaction.
4-17
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
33.
(p. 118)
The developers of the Job Descriptive Index (JDI) survey recommend that surveys in the
organization should not be anonymous so that managers can identify which employees are not
satisfied and address their specific needs.
34.
(p. 119)
The JDI manual provides national norms for all facets and breaks down those norms
according to relevant demographic groups.
35.
(p. 119)
Surveys that never lead to any kind of on-the-job change eventually may be viewed as a
waste of time.
36.
(p. 96)
_____ is a positive emotional state resulting from the appraisal of one’s job or job
experiences.
37. The results of surveys of common work values can be broken down into several general
categories. Those general categories include which of the following sets of items??
38.
(p. 96)
Workplace surveys suggest that satisfied employees are becoming _____.