Values

Definition : Values represents basic conviction that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite and converse mode of conduct or end state of existence. They contain judgment element in that they carry individuals idea as what is right, good or desirable. Values have both content and intensity attributes. The content attribute says that a mode of conduct or end-state of existence is important. The intensity attribute specifies how important it is. When we rank individuals values in terms of their intensity, we obtain that persons value system. Importance of values: Values are important to the study of organizational behaviour because they lay the foundation for the understanding of attitudes and motivation and because they influence our perception . Values generally influence attitudes and behaviour.

TYPES OF VALUES
We review two approaches to developing value typologies. Rokeach Value Survey : Milton Rokeach created a Rokeach Value Survey (RVS). The RVS consists of two sets of values, with each set containing 18 individual value items. One set is called Terminal Values, refers to desirable endstates. These are the goals that a person would like to achieve during his or her lifetime. The other set is called Instrumental Values , refers to preferable modes of behaviour or means of achieving the terminal values.

VALUES ACROSS CULTURE

Managers will have to become capable to work with people of different cultures. Because values differ across culture, an understanding of these differences should be helpful in explaining and predicting behaviour of employees of different cultures. Hofstedes Framework of Assessing culture : Geert Hofstede found that managers and employees on five value dimensions of national cultures. Power distance Individualism versus Collectivism. Achievement versus Nurturing. Uncertainty Avoidance. Long-term versus short-term Orientation.

The Chakraborty Framework

Chakraborty (1991) is a strong advocate of Vedic values of Indian society..He has suggested that understanding Indian values is possible only by examining the traditional religio-philosophical repertoire of knowledge. According to Chakraborty(1991), the values of Indians are anchored in the transcendental aspect of human existence. He suggested that the following values are salient to the Indian sociocultural ethos: respect for individuals; cooperation and trust; purification of mind; top quality product and services; work as worship; containment of greed; ethical-moral boundaries; self discipline and restraint; need to give, and renunciation and detachment.

Values in Indian society

According to Prakash (1982), two sets of values appear in the organizational context. On one hand there are values that characterize those socio-cultural systems in which economic relationship are submerged in social relationship. On the other hand, there are values that generally characterizes modern industrial societies, in which relationship of members of organization with each other and with organization are contractual. In later case, relationship are less strong and serve relatively differentiated functions. Indian society can be characterized by the following cultural components and dominant values : Karta Relationships Proximity to power Security Simple living and high thinking survival

ATTITUDES

NATURE AND DIMENSIONS OF ATTITUDES

The term attitude frequently is used in describing people and explaining their behaviour. For example he has a poor attitude I like her attitude Attitude can be characterized in three ways. First they tend to persist unless something is done to change them Second, attitude can fall anywhere along a continuum from very favorable to very unfavorable. Third, attitudes are directed towards a subject about which a person has feelings (sometimes called affect) and beliefs.

COMPONENTS OF ATTITUDES
Attitudes can be broken into three basic components : emotional, informational, and behavioral. The emotional component involves the persons feeling or effect positive, natural or negative- about an object. The term emotional labour has emerged in recent years to represent the work people are asked to perform beyond their physical and mental contributions. People in many service jobs are asked or even required to express emotions in interpersonal transactions other than those they are naturally feeling. The informational components consists of beliefs and information the individual has about the object. It makes no difference whether this information is empirically real or correct. The behavioral component consists of persons tendencies to behave in a particular way towards an object.

 It is important to remember that of the three components of attitude, only behavioral component can be directly observed. One cannot see another persons feeling (the emotional component) or beliefs(the informational components). These two components can only be referred.

FUNCTIONS OF ATTITUDE
Attitude serves four important functions: The adjustment function The ego-defensive function The value expressive function The knowledge function

CHANGING ATTITUDES
Barriers to changing attitudes There are two basic barriers that can prevent people from changing their attitude. One is called prior commitment, which occurs when people feel a commitment to a particular course of action and are unwilling to change. A second barrier is the result of insufficient information. Sometimes people do not see any reasons to change their attitude.

OVERCOMING BARRIERS
Providing information. Use of fear Resolving discrepancies Influence of friends or peers The co-opting approach

JOB SATISFACTION
What is meant by job satisfaction? Locke gives a comprehensive definition of job satisfaction as involving cognitive, affective, and evaluative reaction or attitudes and states it is a positive emotional state resulting from the appraisal of ones job or job experience. Job satisfaction is a result of employees perception how well their job provides those things that are viewed as important. There are three different accepted dimensions of job satisfaction: First: job satisfaction is an emotional response to a job situation. Second: job satisfaction is often determined by how well outcomes meet or exceeds expectations. Third: job satisfaction represents several related attitudes.

 Five job dimensions have been identified to represent the most important characteristics of a job about which employees have affective response: 1. The work itself 2. Pay 3. Promotion opportunities 4. Supervision 5. Coworkers

OUTCOMES OF JOB SATISFACTION

From a pragmatic managerial and organizational effectiveness perspective, it is important to know how, if at all, satisfaction relates to outcome variables. Satisfaction and performance Satisfaction and turnover Satisfaction and absenteeism Other effects and ways to enhance job satisfaction: Make jobs more fun Have fair pay, benefits, and promotion opportunities. Match people with jobs that fit their interest and skills. Design jobs to make them exciting and satisfying.

ORGANIZATIONAL COMMITMENT
Meaning : as an attitude, organizational commitment is most often defined as: 1. A strong desire to remain a member of particular organization. 2. A willingness to extract high level of efforts on behalf of the organization. 3. A definite belief in, and acceptance of, the values and goals of the organization. The organizational commitment is determined by a number of personal(age, tenure in organization and disposition such as positive or negative affectivity, or internal or external control attributions) and organizational(the job design, values, support, and the leadership style of ones supervisor) variables. Even non organizational factors , such as availability of alternatives after making the initial choice to join the organization, will effect subsequent commitment.

 Because of multidimensional nature of organizational commitment, there is growing support for three-components model proposed by Meyer and Allen. 1. Effective commitment involves employees emotional attachment to, identification with, and involvement in the organization. 2. Continuance commitment involves commitment based on cost that employee associates with leaving the organization. This may be because of the loss of seniority for promotion or benefit. 3. Normative commitment involves employees feelings of obligation to stay with the organization because they should; it is right thing to do.

THE OUTCOMES OF ORGANIZATIONAL COMMITMENT

Guidelines to enhance organizational commitment:
1. 2. 3. 4. 5. Commit to people-first values. Clarify and communicate your mission. Guarantee organizational justice. Create sense of community. Support employee development.

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