Ch03 Value

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    Values

    ValuesBasic convictions that aspecific mode of conduct orend-state of existence is

    personally or sociallypreferable to an opposite orconverse mode of conduct orend-state of existence.

    Value System

    A hierarchy based on a ranking of anindividuals values in terms of their intensity.

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    Characteristics

    Judgmental element - what is right, good,or desirable.

    Values have both content and intensityattributes.

    Values are not generally fluid and flexible.They tend to be relatively stable andenduring.

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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 aroundus.

    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 a

    person would like to achieve during his or her

    lifetime. e.g.: A comfortable life, Equality, National

    Security, Self-respect

    Instrumental ValuesPreferable modes of behavior or means of achieving

    ones terminal values. e.g.: Ambitious, Courageous, and

    Obedient

    Milton Rokeach created the Rokeach Value Surveyconsisting of two sets of values, with each containing 18

    individual value items.

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    Dominant Work Values in Todays

    Workforce

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    Hofstedes Framework for

    Assessing Cultures

    Power Distance

    The extent to which a society accepts that

    power in institutions and organizations is

    distributed unequally.

    Low Distance: Relatively equal distribution

    High Distance: Extremely unequal distribution

    To analyze variations among cultures a research was done

    in late 1970s by Greet Hofstede. He surveyed more than

    1,16,000 IBM employees in 40 countries about their work-

    related values.

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    Hofstedes Framework (contd)

    Collectivism

    A tight socialframework in which

    people expect others ingroups of which theyare a part to look afterthem and protectthem.

    Individualism

    The degree to whichpeople prefer to act

    as individuals ratherthan a member ofgroups.

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    Hofstedes Framework (contd)

    Achievement

    The extent to which societal valuesare characterized by assertiveness,

    materialism and competition.

    Nurturing

    The extent to which societalvalues emphasize relationshipsand concern for others.

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    Hofstedes Framework (contd)

    Uncertainty Avoidance

    The extent to which a

    society feels threatened byuncertain and ambiguoussituations and tries to avoidthem.

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    Hofstedes Framework (contd)

    Long-term Orientation

    A national culture attributethat emphasizes the future,

    thrift, and persistence.

    Short-term Orientation

    A national culture attribute

    that emphasizes the pastand present, respect fortradition, and fulfilling socialobligations.

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    The

    GLOBEFramework

    for

    Assessing

    Cultures

    Assertiveness

    Future Orientation

    Gender differentiation

    Uncertainty avoidance

    Power distance

    Individual/collectivism

    In-group collectivism

    Power orientation

    Humane orientation

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    Attitudes

    Attitudes

    Evaluative

    statementsor

    judgmentsconcerning

    objects,people, orevents.

    Affective ComponentThe emotional or feelingsegment of an attitude.

    Cognitive componentThe opinion or beliefsegment of an attitude.

    Behavioral ComponentAn intention to behave in acertain way toward someone orsomething.

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    Types of Attitudes

    Job Involvement

    Identifying with the job, activelyparticipating in it, and consideringperformance important to self-worth.

    Organizational CommitmentIdentifying with a particularorganization and its goals, andwishing to maintain membership in

    the organization.

    Job SatisfactionA collection of positive and/or negative feelingsthat an 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

    Leon Festinger, in the late 1950s, proposed the theory of

    cognitive dissonance, seeking to explain the linkage between

    attitudes and behavior. He argued that any form of

    inconsistency is uncomfortable and that individuals will attempt

    to reduce the dissonance.

    Dissonance means an inconsistency.

    Cognitive Dissonance: Any incompatibility between two or

    more attitudes or between behavior and attitudes.

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    Measuring the A-B Relationship

    Early research on attitudes and common sense assumed a causal

    relationship to behavior.

    In the late 1960s, this assumed relationship between attitudes and

    behavior (A-B) was challenged.

    Recent research indicates that attitudes (A) significantly predict

    behaviors (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.

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    An Application: Attitude Surveys

    Attitude Surveys

    Eliciting responses from employees through questionnaires

    about how they feel about their jobs, work groups, supervisors,

    and the organization.

    Using Attitude Surveys on regular basis provides managers

    with valuable feedback on how employees perceive their

    working conditions.

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    Job Satisfaction

    Measuring Job Satisfaction Single global rating

    Asking individuals to respond to one question, such as

    All things considered, how satisfied are you with your

    job?

    Summation score

    It identifies key elements in a job and asks for the

    employees feelings about each one ranked on a

    standardized scale.

    Typical factors that would be included are the nature ofthe work, supervision, present pay, promotion

    opportunities, and relations with co-workers.

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    The Effect of Job Satisfaction on

    Employee Performance

    Satisfaction and Productivity

    Satisfied workers arent necessarily more productive.

    Worker productivity is higher in organizations with

    more satisfied workers.

    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.

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    Job Satisfaction and OCB

    Satisfaction and Organizational Citizenship

    Behavior (OCB)

    Satisfied employees who feel fairly treated by

    and are trusting of the organization are morewilling to engage in behaviors that go beyond

    the normal expectations of their job.

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    Job Satisfaction and Customer

    Satisfaction

    Satisfied employees increase customer

    satisfaction because:

    They are more friendly, upbeat, and

    responsive.

    They are less likely to turnover which helps

    build long-term customer relationships.

    They are experienced. Dissatisfied customers increase employee

    job dissatisfaction.

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    Responses to Job Dissatisfaction

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    How Employees Can Express

    Dissatisfaction

    Exit

    Behavior directedtoward leaving theorganization.

    Voice

    Active andconstructive attemptsto improveconditions.

    Neglect

    Allowing conditionsto worsen.

    Loyalty

    Passively waiting forconditions to improve.