ORGANIZATIONAL BEHAVIOR Lilibeth Eng Rondón Values, attitudes and job satisfaction VALUES CONCEPT EXAMPLES The basic

belief that a specific mode of conduct or end state of existence is pe rsonally or socially preferable to a mode of conduct or end state of existence o pposite or reverse Placer Freedom Honesty Respect Obedience Equality

SYSTEM VALUES WHAT IS IT? SOURCES National Culture The hierarchy based on a score of individual values in terms of its intensity. Honest Pleasure Equality IMPORTANCE Obedience Respect Freedom The teachings of: influences. Parents Teachers, Friends and Environmental similar

TYPES OF SECURITIES AS Milton Rokeach Instrumental values preferred modes of behavior or means of achieving a terminal values. TERMINAL VALUES desirable end of existence, the goals that a person would like t o achieve during his lifetime. TYPES OF SECURITIES (Cont.) INSTRUMENTAL TERMINALS A Comfortable and Exciting life A sense of accomplishment A world at peace and b eauty in the family Security Equal Freedom and Happiness Harmony mature internal National Security Love Pleasure Salvation Self Respect Friendship Social recogn ition True Wisdom Nice open mind ambitions Able to Help Clean Forgiveness Honesty Beliefs Imaginative (a) Intellectual Independent Logic Responsible Loving Kind Obedient controlled Auto Courage, loyalty and ethical behavior. Veterans STATE WORKFORCE ENTRY Until the mid-50s top 60 1965-1985 COMING AGE DA CURRENT KEY VALUES OF WORK Conservative hard work, loyalty to the organization Over 60 Boomers

40-60 Success, achievement, ambition, disgust with authority, loyalty to the career an d work life balance, team, unhappy with the rules, leisure, loyalty, trust relat ions, economic success, team, loyalty to yourself and relationships Generation X 1985-2000 Globalization, economic stagnation, the collapse of communism, MTV, AIDS, and co mputers. 25-40 Next From 2000 to present Less than 25 Generation X grew up in times of prosperity, have high expectations, believe in themselves and express their ability to succeed, constantly looking for your dream job, do not mind the change of position. VALUES ACROSS CULTURES POWER DISTANCE The extent to which people in a country accepts that power in institutions and o rganizations is distributed unequally. Individualism Vs Collectivism INDIVIDUALISM. The degree to which people in a country prefer to act as individuals rather than as members of groups. Collectivism Equivalent to a low individualism. VALUES ACROSS CULTURES MATERIAL QUALITY OF LIFE Materialism Vs. Extent to which prevailing values such as: Assertiveness money Acquisition A cquisition of tangible property Competition. QUALITY OF LIFE Degree to which people value: lfare of others. VALUES ACROSS CULTURES CANCELLATION OF THE UNCERTAINTY The degree to which people in a country prefer structured situations over unstru ctured. High Anxiety, Aggression Tension Nervousness SHORT TERM LONG TERM ORIENTATION TO LONG TERM SHORT TERM Vs. shows sensitivity Foreign Concern for the we

Others see the future and assess the progress and persistence People value the past and present, and emphasize respect for tradition and fulfi lling social obligations. Stephen Robbins ATTITUDES CONCEPT Favorable Evaluative statements They are habits of thought that determine our responses and our behavior with re spect to: People facts Objects Unfavorable LEARNED MODIFIABLE COMPONENTS OF ATTITUDE COGNITIVE opinion or belief segment Segment AFFECTIVE BEHAVIORAL emotional or se ntimental and Intention to behave a certain way toward someone or something Padres Partners SOURCES OF ATTITUDES Teachers You are born with some genetic predisposition TYPES OF ATTITUDES Job Satisfaction Attitude toward work POSITIVE AND NEGATIVE ATTITUDES PARTICIPATION IN THE WORK psychological identification with work (LOWER RATE OF TRUANCY AND WAIVER) ORGANIZATIONAL COMMITMENT Identification with the organization RETAIL absenteeism and turnover ATTITUDES AND CONSISTENCY ATTITUDES WHAT THEY SAY CONSISTENCY WHAT TO DO BEHAVIOR Theory of cognitive dissonance CONCEPT Any incompatibility between two or more attitudes or between behavior an d attitudes. The desire to reduce dissonance is determined by: The importance of Leon Festinger

elements that create it.€ The degree of influence that the individual believes it has on other elements. The prizes could be involved in the dissonance MEASUREMENT OF THE RELATIONSHIP A-C ATTITUDES (A) (C) PERFORMANCE In the late 60 Recently Moderator variable It has been shown that the relationship's alleged relationship AC (AC) can be im proved was put in considering the question by moderator variables a review of co ntingency research

Importance of attitudes and specific behaviors. Its specificity Its accessibilit y The presence of social pressures on the behavior Direct experience with attitu de Theory of self-perception PRACTICE THEORY argues that attitudes are used after the fact, to give meaning to the action tha t has already occurred rather than the foregoing facts guide the action. We seem to be very good at finding reasons for what we do, but not so good to do what we could find no reasons. ATTITUDE SURVEYS Provides managers with valuable feedback on how employees perceive their working conditions. They allow employees to get answers, through questionnaires about how they feel about your job, your work group, your supervisor and your organization. Management alert to potential problems and initial intentions of the employees, to act to prevent impact DIVERSITY ATTITUDES AND WORK OF THE LABOUR FORCE Organizations are investing in training to help re-shape the attitudes of employ ees. Managers are increasingly interested in changing employee attitudes to reflect t he prospects of setting on race, gender and other diverse. Job satisfaction DEFINITION It is an individual's general attitude towards their work. How to measure?

Single Global Scale. Qualification of the total. Job Satisfaction DETERMINE WHAT THE? Mentally challenging job fair rewards Colleagues favorable working conditions th at provide support is a matter of genes Using skills, Variety of Tares, freedom, feedback, challenge moderate wage syste m and promotion policies not just dangerous or uncomfortable environments, light , temperature, noise, tools and equipment. Partners friendly behavior of the bos s. At most 30% of individual satisfaction can be explained by heredity

THE EFFECT OF SATISFACTION AT WORK ON EMPLOYEE PERFORMANCE SATISFACTION AND PRODUCTIVITY SATISFACTION AND TRUANCY SATISFACTION AND TURNOVER How Does Dissatisfaction EXPRESS EMPLOYEES? Active Destructive OUT NEGLECT LOYALTY constructive expression Passive Rusbult, C. and D. Lowery, "When Bureaucrats Get the Blues" Journal of Applied S ocial Pschology, vol. 15, no. 1 (1985) How Does Dissatisfaction EXPRESS EMPLOYEES? (Cont.) Departure: Dissatisfaction expressed through direct behavior to leave the organi zation. Neglect expressed dissatisfaction allowing conditions worsen. Chronic ab senteeism or tardiness, reduced effort and a higher rate of error. Expression: D issatisfaction expressed through active and constructive efforts to improve cond itions. Loyalty: Dissatisfaction expressed by passive waiting for better conditi ons. "Do the right thing." CONCLUSIONS Attitudes and values are not modifiable g between the attitudes and Values are the basis of understandin

the motivations that influence our perceptions attitudes affect behavior at work The theory of cognitive dissonance in organizations can help predict the propen

sity to engage in attitude and behavior change. The attitude-behavior relationsh ip is generally positive although it is also weak, in contrast, the behavior-att itude relationship is a bit strong. The unique global scale to measure job satis faction is the most valid since only one question really becomes a more complete measurement. Managers' interest in job satisfaction tends to focus on its effec ts on employee performance. Moral values give us identity and autonomy. Fast Cayo Values are enduring beliefs through which human beings