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Values, Attitudes, and JobSatisfaction

Organizational Behavior

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Values

Values

Basic convictions that a specific mode of conduct orend-state of existence is personally or sociallypreferable to an opposite or converse mode ofconduct or end-state of existence.

Value System A hierarchy based on a ranking of an individual’svalues in terms of their intensity.

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Importance of Values

Provide understanding of the attitudes,motivation, and behaviors of individuals

and cultures. Influence our perception of the world

around us.

Represent interpretations of “right” and “wrong.”  

Imply that some behaviors or outcomes

are preferred over others.

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Types of Values –- Rokeach Value

Survey

Terminal Values

Desirable end-states of existence; the goals that aperson would like to achieve during his or her

lifetime.

Instrumental Values

Preferable modes of behavior or means of achievingone’s terminal values. 

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Some terminal and instrumental values

A comfortable life

An exciting life

True friendship

A world at peace A world of beauty

Equality

Family security

Freedom

Happiness Inner harmony

National security

Self respect

Wisdom

Ambitious

Broad-minded

Responsible

Cheerful Clean

Courageous

Forgiving

Helpful

Honest Imaginative

Intellectual

Obedient

Self controlled

Terminal Values Instrumental Values

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Hofstede’s Framework for

 Assessing Cultures

Power Distance

The extent to which a society accepts that power ininstitutions and organizations is distributed unequally.

low power distance: relatively equal distributionhigh power distance: extremely unequal distribution

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Hofstede’s Framework (cont’d) 

Collectivism

 A tight social framework inwhich people expect othersin groups of which they area part to look after themand protect them.

Individualism

The degree to whichpeople prefer to act asindividuals rather thana member of groups.

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Hofstede’s Framework (cont’d) 

Achievement

The extent to which societal values are characterizedby assertiveness, materialism and competition.

Nurturing

The extent to which societal values emphasizerelationships and concern for others.

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Hofstede’s Framework (cont’d) 

Uncertainty Avoidance

The extent to which a society feels threatened byuncertain and ambiguous situations and tries to

avoid them. people have an increased level ofanxiety, which manifests it self in greaternervousness, stress ,and aggressiveness

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Hofstede’s Framework (cont’d) 

Long-term Orientation

 A national culture attribute that emphasizes thefuture, thrift, and persistence.

Short-term Orientation

 A national culture attribute that emphasizes the

past and present, respect for tradition, and fulfillingsocial obligations.

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 Attitudes

Attitudes

Evaluative

statements or judgmentsconcerningobjects,people, orevents.

Affective ComponentThe emotional or feeling segmentof an attitude.

Cognitive componentThe opinion or belief segmentof an attitude.

Behavioral Component An intention to behave in a certainway toward someone or something.

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Types of Attitudes

Job Involvement

Identifying psychologically with the job, activelyparticipating in it, and considering performanceimportant to self-worth.

Organizational CommitmentIdentifying with a particular organization and itsgoals, and wishing to maintain membership in theorganization.

Job Satisfaction A collection of positive and/or negative feelings thatan individual holds toward his or her job.

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The Theory of Cognitive Dissonance

Desire to reduce dissonance

• Importance of elements creating dissonance

• Degree of individual influence over elements

• Rewards involved in dissonance

Cognitive Dissonance

 Any incompatibility between two or more attitudesor between behavior and attitudes.

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Measuring the A-B Relationship

Recent research indicates thatAttitudes (A) significantly predictBehaviors (B) when moderating

variables are taken into account.

Moderating Variables

• Importance of the attitude

• Specificity of the attitude• Accessibility of the attitude

• Social pressures on the individual

• Direct experience with the attitude

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Self-Perception Theory

Attitudes are used after the fact to make

sense out of an action that has already

occurred, whether or not behavior

influences attitudes.

Attitudes are used, after the fact, to

make sense out of an action that has

already occurred rather than devicesthat guide actions.

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 An Application: Attitude Surveys

Attitude Surveys

Eliciting responses from employees throughquestionnaires about how they feel about their

 jobs, work groups, supervisors, and theorganization.

Knowledge of employee attitudes can be

helpful to managers in attempting to predictemployee behavior

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Job Satisfaction

Measuring Job Satisfaction

Single global rating

Summation score

How Satisfied Are People in Their Jobs? Job satisfaction declined to 52.4% in 2008

Decline attributed to:

Pressures to increase productivity and meet

tighter deadlines

Less control over work

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The Effect of Job Satisfaction on Employee

Performance

Satisfaction and Productivity

Worker productivity is higher in organizations withmore satisfied workers.

Satisfaction and Absenteeism

Satisfied employees have fewer avoidableabsences.

Satisfaction and Turnover

Satisfied employees are less likely to quit.

Organizations take actions to retain highperformers and to weed out lower performers.

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Job Satisfaction and OCB

Satisfaction and OrganizationalCitizenship Behavior (OCB)

Satisfied employees who feel fairlytreated by and are trusting of theorganization are more willing to engagein behaviors that go beyond the normalexpectations of their job.

More positive about organization.

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Job Satisfaction and Customer

Satisfaction

Satisfied employees increasecustomer satisfaction because:

They are more friendly, upbeat, andresponsive.

They are less likely to turnover whichhelps build long-term customerrelationships.

They are experienced.

Dissatisfied customers increaseemployee job dissatisfaction.

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How Employees Can Express Dissatisfaction

Exit

Behavior directed towardleaving the organization.looking for new jobs

Voice

 Active and constructiveattempts to improveconditions. some form ofunion activity

Neglect

 Allowing conditions to

worsen. chronicabsenteeism orlateness, reducedefforts, and increased

error rate

Loyalty

Passively waiting for

conditions to improve.speaking up fororganization in the faceof external criticism