1. Employee Attitudes
Job Satisfaction: degree of pleasure in work, slightly correlates with performance, may be decreased by attempt to increase productivity, negatively correlates with turnover and absence. Some other factors have influences in the relationship. Fundamental is the belief that happy workers produce more.

2. Brief’s Model of Job Satisfaction
Positive Affectivity
Interpretation of job circumstances
Job satisfaction
Objective job circumstances

3. Correlation between JS and Performance is at. 17,
Correlation between JS and Performance is at .17, .30 and variance shared only 9% meaning 91% of the variance in one concept is not explained by the other.
Correlation between JS and turnover is at -.40 and absence is at However, there are several factors that can affect both turnover and absence other than JS.
Trend is the including of emotion, feeling, moods to explain JS after JS has been concentrated on cognitive from beginning.

4. Employee Attitudes
Job Involvement: degree a person identifies psychologically with work (be drawn or alienated by work), relationship between self and job.
Relationship between JI and JS is at .45, with performance is at .09, with turnover is at -.13, and with conscientiousness is at .53.

5. Organizational Commitment: sense of loyalty to employer, has 3 components; affective, normative, continuance. Intercorrelates with JS and JI, modestly correlated with performance and turnover.
Correlation between OC and other work-related constructs is similar to JI, only stronger. With JS. .53, with performance .11, with turnover, -.28, with personality constructs .67, and with JI .50.
General pattern reveals that JS, JI, OC correlated well with each other but moderately correlated with performance and turnover.

6. Organizational justice:
The overarching theoretical concept pertaining to the fair treatment of people in organizations; 3 types of justice
distributive
Procedural
interactional

7. Organizational Justice
Procedural Justice
Individual’s “voice” in the process
Structural components of the process
Group-value model
Distributive Justice
Equity Rule
Equality Rule
Need Rule
Individualism vs. Collectivism
Interactional Justice
Interpersonal Justice
Informational Justice

8. Organizational Justice
Distributive: the fairness with which the outcomes or results are distributed among members of the organization
Equity: reward is consistent with contribution.
Equality: equal chance of receiving reward.
Need: reward is distributed on basis of individual need.

9. Procedural justice: the fairness by which means are used to achieve results in an organization
Interactional justice: the fairness with which people are treated within an organization (Interpersonal) and the timeliness, completeness, and accuracy of the information received in an organization. There are 2 components: interpersonal, informational

10. Organizational Citizenship Behavior (OCB): the contributions that employees make to the overall welfare of the organization that go beyond required duties of their job.

11. Organizational Citizenship Behavior
5 Main Origins
Altruism
Conscientiousness
Courtesy
Sportsmanship
Civic Virtue
Dispositional Origins
Conscientiousness
Agreeableness
Situational Antecedents
Procedural vs. Distributive Justice
Cross-Cultural Differences

12. Organizational Citizenship Behavior Dimension
Altruism
Conscientiousness
Courtesy
sportsmanship
Civic Virtue

13. Organizational Attitudes & Behavior
Affective Component
Continuance Component
Organizational Commitment
Normative Component
Occupational Commitment
Organizational Commitment
Job Commitment

14. Psychological Contract
Perception of reciprocal obligations that exist within the organization, not formal written but implied relationship based on mutual contribution (hard work, good pay).
Contract continuum: transactional (short, self interest) , relational (long, value of relationship).

15. Commitment Alienation Transactional Relational Self interest
Specific obligation
Short time
Exchange
Relational
Total interest
Diffuse obligation
Long time
Giving
Alienation
Commitment

16. Indifferent Social Behaviors
Transactional
Relational
Antisocial Behavior
Violence
Threats
Negligence
negativism
Indifferent Social Behaviors
Compliance
Prosocial Behavior
Conscientiousness
Sportmanship
Courtesy
Civil virtue
Altruism

17. Violation of the Psychological Contract
Perceived Organizational Injustice
Thermodynamics of Revenge
Venting
Dissipation
Fatigue
Explosion

18. Violation of the psychological contracts will erode and weaken relationship of both parties. Employee’s response to violation by voice, silence, retreat, destruction

19. Antisocial Behavior in the Workplace
Preventive strategies: employee training
Reactive strategies: improve org. ability to recognize and deal with problems as they arise.
Rehabilitative strategies: counseling, help employees cope with and recover from problems.

20. Psychology of Mergers and Acquisitions
The ignorance of culture appears to be responsible for problems of two organization integration. Financial, strategic, operation, and legal negotiations were done except culture transition has always never been brought up on the talk. Results is 80% of mergers fail to achieve strategic and financial goals.