Asking about well‐being gets you half an answer: Intra‐individual processes of implicit and explicit job attitudes

Keith Leavitt · Christina T. Fong · Anthony G. Greenwald

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Job Satisfaction and Organizational Behavior Employee Performance and Management Social and Intergroup Psychology

Abstract

Abstract Job attitudes, as indicators of well‐being, vary within individuals across cognitive processes and not just time. Research on employee well‐being has relied primarily on self‐reported measures of explicit job and life attitudes. Our work takes a different perspective on this issue by examining the role of implicit attitudes regarding one's organization, coworkers, and supervisor as indicators of well‐being. Implicit attitudes are automatic, introspectively inaccessible, and predict behavior in socially sensitive contexts in which self‐report measures may be impaired by impression management. The results of a field study demonstrate that implicit and explicit job attitudes reflect relatively independent intra‐individual processes. Additionally, this study demonstrates that job performance and citizenship behaviors are best predicted by a combination of implicit and explicit job attitudes, and that a dissociation between implicit and explicit attitudes impacts organizational identification. We conclude with a discussion of how capturing implicit cognition in the workplace can better describe and subsequently help improve employee well‐being. Copyright © 2011 John Wiley & Sons, Ltd.

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References

2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.1998Measuring individual differences in implicit cognition: The implicit association test.1998Measuring individual differences in implicit cognition: The implicit association test.1995Implicit social cognition: Attitudes, self-esteem, and stereotypes.2004Social Influence: Compliance and Conformity 2003Understanding and using the Implicit Association Test: I. An improved scoring algorithm.1997Job Satisfaction: Application, Assessment, Causes, and Consequences 2001The job satisfaction-job performance relationship: A qualitative and quantitative review.

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