OB11 chapter 03 values attitidesand job satistaction

PowerPoint Presentation by Charlie Cook Chapter 3 Values, Attitudes, and Job Satisfaction... Importance of Values  Provide understanding of the attitudes, motivation, and behaviors of

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ORGANIZATIONAL BEHAVIOR

S T E P H E N P R O B B I N S

E L E V E N T H E D I T I O N

W W W P R E N H A L L C O M / R O B B I N S

PowerPoint Presentation

by Charlie Cook

Chapter 3

Values, Attitudes, and Job Satisfaction

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After studying this chapter,

you should be able to:

culture.

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After studying this chapter,

you should be able to:

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Values

Values

Basic convictions that a specific

mode of conduct or end-state of

existence is personally or socially

preferable to an opposite or

converse mode of conduct or

end-state of existence

Value System

A hierarchy based on a ranking

of an individual’s values 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 a

person would like to achieve

during his or her lifetime

Instrumental Values

Preferable modes of behavior

or means of achieving one’s

terminal values

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Values in

the Rokeach Survey

Values in

the Rokeach Survey

E X H I B I T 3–1

Source: M Rokeach, The Nature of Human Values (New York: The Free Press, 1973).

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Values in

the Rokeach Survey (cont’d)

Values in

the Rokeach Survey (cont’d)

E X H I B I T 3–1 (cont’d)

Source: M Rokeach, The Nature of Human Values (New York: The Free Press, 1973).

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3–10

Mean Value Rankings of Executives, Union Members, and Activists

E X H I B I T 3–2

Source: Based on W C Frederick and J Weber, “The Values of

Corporate Managers and Their Critics: An Empirical Description and Normative Implications,” in W C Frederick and L E Preston (eds.)

Business Ethics: Research Issues and Empirical Studies (Greenwich,

CT: JAI Press, 1990), pp 123–44.

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E X H I B I T 3–3

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3–12

Values, Loyalty, and Ethical Behavior

Ethical Climate in the Organization

Ethical Values and Behaviors of Leaders

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Hofstede’s 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

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3–14

Hofstede’s Framework (cont’d)

Individualism

The degree to which

people prefer to act as

individuals rather than

a member of groups

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Achievement

The extent to which societal

values are characterized by

assertiveness, materialism and

competition

Nurturing

The extent to which societal

values emphasize relationships

and concern for others

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3–16

Uncertainty Avoidance

The extent to which a society feels threatened by

uncertain and ambiguous situations and tries to

avoid them

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Long-term Orientation

A national culture attribute

that emphasizes the future,

thrift, and persistence

Short-term Orientation

A national culture attribute that

emphasizes the past and

present, respect for tradition,

and fulfilling social obligations

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3–18

The GLOBE

Framework

for Assessing

Cultures

The GLOBE

Framework

for Assessing

Source: M Javidan and R J House, “Cultural Acumen for the Global Manager:

Lessons from Project GLOBE,” Organizational Dynamics, Spring 2001, pp 289–305.

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3–20

Identifying with a particular organization and its

goals, and wishing to maintain membership in the

organization

Job Satisfaction

A collection of positive and/or negative feelings that

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

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 attitudes

or between behavior and attitudes

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3–22

Measuring the A-B Relationship

 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

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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3–24

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

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3–26

Attitudes and Workforce Diversity

 Training activities that can reshape employee

attitudes concerning diversity:

self-evaluation and group discussions.

with individuals of diverse backgrounds.

portray diversity issues.

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Job Satisfaction

 Measuring Job Satisfaction

 How Satisfied Are People in Their Jobs?

deadlines

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3–28

The Effect of Job Satisfaction on Employee

Performance

The Effect of Job Satisfaction on Employee

Performance

 Satisfaction and Productivity

more satisfied workers.

 Satisfaction and Absenteeism

 Satisfaction and Turnover

and to weed out lower performers.

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How Employees Can Express Dissatisfaction

Exit

Behavior directed toward

leaving the organization

Voice

Active and constructive attempts to improve conditions

Neglect

Allowing conditions to worsen

Loyalty

Passively waiting for

conditions to improve

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3–30

Responses to Job Dissatisfaction

E X H I B I T 3–5

Source: C Rusbult and D Lowery, “When Bureaucrats Get the Blues,” Journal

of Applied Social Psychology 15, no 1, 1985:83 Reprinted with permission.

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Job Satisfaction and OCB

 Satisfaction and Organizational Citizenship

Behavior (OCB)

trusting of the organization are more willing to engage

in behaviors that go beyond the normal expectations of their job.

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3–32

Job Satisfaction and Customer Satisfaction

 Satisfied employees increase customer

satisfaction because:

long-term customer relationships.

 Dissatisfied customers increase employee job

dissatisfaction.

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