Organizational behavior lecture notes, unit 3 OB

Lecture notes, unit 3 OBUnit 3 ©Prentice Hall, 2001 Chapter 3 11 Learning Objectives • Contrast terminal and instrumental values • List the dominant values in today’s workforce • Identi

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Lecture notes, unit 3 OB

Unit 3

©Prentice Hall, 2001 Chapter 3 11

Learning Objectives

• Contrast terminal and instrumental values

• List the dominant values in today’s

workforce

• Identify the five dimensions of national

culture

• Contrast the three components of an attitude

Contrast terminal and instrumental values -

following are some examples of terminal values: a world of peace, a sense of

accomplishment, a world of beauty, equality, freedom, and salvation

following are some examples of instrumental values: capable, cheerful, courageous, imaginative, logical, loving, and responsible

List the dominant values in today’s workforce

We will look at values of different age groups

Identify the five dimensions of national culture

We will look at how cultures and differ around the world

Contrast the three components of an attitude

• Cognitive component

• Affective component

• Behavioral component

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Learning Objectives

• Summarize the relationship between

attitudes and behavior

• Identify the role consistency plays in

attitudes

• Examine the relationship between job

satisfaction and behavior

• Identify four employee responses to

dissatisfaction

Some employee reactions are normal and good while others are not

The Importance of Values

Intensity Stability

The importance can be measured by the above

Types of Values

Terminal

Values

Terminal

Values

Instrumental Values

Values represent 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.”

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Values represent 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.”

Milton Rokeach created the Rokeach Value Survey (RVS) which consists of two sets of

values: terminal values or desirable end-states of existence and instrumental values,

preferable modes of behavior or means of achieving the terminal values

The following are some examples of terminal values: a world of peace, a sense of

accomplishment, a world of beauty, equality, freedom, and salvation

The following are some examples of instrumental values: capable, cheerful, courageous, imaginative, logical, loving, and responsible

Several studies confirm that RVS values vary among groups People in the same

occupations or categories, such as corporate executives, union members, or community activists, tend to hold similar values The variance in RVS values among such groups is significant because they all have a vested interest in what corporations do

Unique Values

of Today’s Workforce

Career

Stage

Entered the

Workforce

Approximate Current Age

Dominant Work Values

1 Protestant

2 Existential

3 Pragmatic

4 Generation X

Mid-1940s to

Late 1950s

1960s to

Mid-1970s

Mid-1970s to

Mid-1980s

through 1990s

60 to 75

45 to 60

35 to 45 Under 35

Hard working; loyal to firm; conservative Nonconforming; seeks autonomy; loyal to self Ambitious, hard worker;

loyal to career Flexible, values leisure;

loyal to relationships

What can you say about Vietnam?

Workers who grew up influenced by the Great Depression, World War II, U.S leadership

in world manufacturing, the Andrews sisters, and the Berlin blockade entered the

workforce from the mid-1940s to the late 1950s They believe in the Protestant work ethic Once hired, they tend to be loyal to an employer They are likely to value family security and a comfortable life

Employees who entered the workforce from the 1960s to the mid-1970s were influenced

by John F Kennedy, the civil rights movement, the Beatles, and the war in Vietnam They brought with them a large measure of the “hippie ethic” and existential philosophy Quality of life is more important to them than money and possessions They value

autonomy, freedom, and equality

Those who entered the workforce from the mid-1970s through the mid-1980s reflect society’s return to more traditional values but with a greater emphasis on achievement and material success They were influenced by Ronald Reagan conservatism, the defense build-up, dual-career households, and $150,000 starter homes As pragmatists, they believe that the ends can justify the means A sense of accomplishment and social

recognition rank high for them

The lives of the members of Generation X have been shaped by globalization, the fall of Communism, MTV, AIDS, and computers They value flexibility, life options, job

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satisfaction, family, and relationships Money is important as an indicator of career performance, but they are less willing to trade off leisure time for increases in salary, titles, security, and promotions

Values Across Cultures

Power Distance Individualism or Collectivism

Quantity or Quality of Life

Uncertainty Avoidance

Long-Term or Short-Term

One of the most widely referenced approaches for analyzing variations across cultures was done by Geert Hofstede After surveying 116,000 IBM workers in 40 countries, he found that managers and employees differ on the following five value dimensions of national culture:

Power distance This is the degree to which people accept that power in institutions and

organizations is distributed unequally The range is from relatively equal (low power distance) to very unequal (high power distance)

Individualism is the degree to which people in a country prefer to act alone rather than as

members of groups Collectivism is the equivalent of low individualism

Quantity of life is the degree to which people value assertiveness, competition, and the

acquisition of money and possessions Quality of life is the degree to which people value

relationships and show sensitivity and concern for others

Uncertainty avoidance is the degree to which people prefer structured over unstructured

situations People who score high on uncertainty avoidance have an increased level of anxiety

People in long-term orientation countries look to the future and value thrift and

persistence A short-term orientation values the past and present and emphasizes respect

for tradition and social obligations

Most of the concepts that make up the body of knowledge called organizational behavior have been developed by Americans using subjects within domestic contexts Therefore, not all OB concepts and theories are universally applicable to managing in a global context, especially in countries where work values are considerably different from those

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in the United States So cultural values should be considered when trying to understand behavior

What Are Attitudes?

• Cognitive component

• Affective component

• Behavioral component

Ask individuals to explain based on text and discuss

Types of Attitudes

• Job satisfaction

• Job involvement

• Organizational

commitment

Compare with university student attitudes

Importance

of the Elements

Importance

of the Elements

Cognitive

Dissonance Cognitive

Dissonance Personal Influence Degree of

Degree of Personal Influence

Personal Influence

Rewards Involved

Individuals seek consistency Cognitive dissonance occurs when there are inconsistencies

between two or more of a person’s attitudes or between a person’s attitudes and

behaviors The theory of cognitive dissonance suggests that people try to minimize dissonance and the discomfort it causes

Several moderating factors suggest that individuals who are experiencing dissonance will not necessarily move directly toward a reduction of the dissonance (consistency) If the

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elements creating the dissonance are relatively unimportant, the pressure to correct the imbalance will be low Also, the degree of influence that one has over the elements involved will affect how he or she reacts to dissonance Rewards also influence the degree to which individuals are motivated to reduce dissonance

Attitude-Behavior Relationship

• Importance

• Specificity

• Accessibility

• Social pressures

• Direct experience

Moderating Variables Behavioral Influence

High

Low

Recent research has demonstrated that attitudes significantly predict future behavior and that the attitude-behavior relationship can be enhanced by taking moderating variables into account

Three powerful moderators are the importance, specificity, and accessibility of the

attitude In addition, the existence of social pressures and whether a person has direct

experience with the attitude are also strong moderators

Self-Perception Theory

After

the Fact Statements Casual Plausible Answers

Behavior-Attitude Relationship

Modern theory, ask one team to explain

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Productivity Productivity

Absenteeism

Turnover

Job

Satisfaction

and Employee

Performance

Job

Satisfaction

and Employee

Performance

ask one team to explain

Responses to Job Dissatisfaction

Destructive

Active

Passive

Constructive

Exit Voice

Neglect Loyalty

Employee dissatisfaction can be expressed in four types of responses which differ from one another along two dimensions: constructive/destructive and active/passive

1 Exit Behavior directed toward leaving the organization, such as looking for a

new position or resigning

2 Voice Actively and constructively attempting to improve conditions, such

as suggesting improvements, discussing problems with superiors, and some forms of union activity

3 Loyalty Passively but optimistically waiting for conditions to improve, such as

speaking up for the organization in the face of external criticism and trusting the organization and its management to “do the right thing.”

4 Neglect Passively allowing conditions to worsen, such as chronic lateness

or absenteeism, reduced effort, and increased error rate

Job Satisfaction and OCB

Outcomes Treatment Procedures

Perceptions of Fairness

Fairness is critical

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