UNIVERSITY OF SAINT LOUIS

Tuguegarao City

SCHOOL OF ACCOUNTANCY, BUSINESS AND HOSPITALITY

First Semester
A.Y. 2020-2021

NEOLMS MODULE
HBOR 1013 –Human Behavior in Organization

Prepared by:

MARY ANN C. BARTOLOME, MBE

Reviewed/Recommended by:

ALICIA S. TULIAO, MBE

Academic Dean

Approved by:

EMMANUEL JAMES PATTAGUAN, Ph.D.

Vice President for Academics

HBOR 1013: Human Behavior in Organization| 1

This Week’s Time Table: (September 1-4, 2020)

For this week, the following shall be your guide for the different lessons and tasks that you need to accomplish.
Be patient, read them carefully before proceeding to the tasks expected of you.
HAVE A FRUITFUL LEARNING EXPERIENCE!

Date Topics Activities or Tasks

September 1-2 Values, Attitudes, and Job Satisfaction Read Lessons
Values Answer a question in the Participation Part
Attitudes
Job Satisfaction
Personality and Emotions
Personality
Emotions
September 3 Submission of learning tasks Accomplish the worksheet in the Activities
Portion of this module
September 4 Synchronous Quiz (for LMS) Prepare for a Quiz ( Synchronous-for the
Online Mode)

HBOR 1013: Human Behavior in Organization| 2

 NEOLMS MODULE
HBOR 1013 Human Behavior in Organization
AY 2020-2021

Lesson 2: Values, Attitudes, and Job Satisfaction

Topic: Explain how values, attitudes leads to job satisfaction

Learning Outcomes: At the end of this module, you are expected to:

1. Contrast terminal and instrumental values

2. List the dominant values in today’s workforce
3. Identify the five value dimensions of national culture
4. Contrast the three dimensions of attitudes
5. Summarize the relationship between attitudes and behaviour
6. Identify the role consistency plays in attitudes
7. State the relationship between job satisfaction and attitude
8. Identify four employer responses to dissatisfaction

LEARNING CONTENT

Introduction:

Judge the picture above. What is your understanding about it? How can attitudes and values affect job
satisfaction? The answers lie in the individuals’ perceptions. Today attitudes, values are the most important
criteria in hiring an employee. In this module you would see how these play in the success of organization.

Lesson Proper:

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 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 an individual’s values in

terms of their intensity, we obtain that
person’s value system.

HBOR 1013: Human Behavior in Organization| 4

HBOR 1013: Human Behavior in Organization| 5
 In the previous module, we described the new global village and said “managers have to become
capable of working with people from different cultures.”. Because values differ across cultures, an
understanding of these differences should be helpful in explaining and predicting behaviour of employees from
different countries.

One of the most widely referenced approaches for analysing variations among cultures has been done
by Geert Hofstede. They are listed and defined as follows:

 Power distance. The degree to which people in a country accept that power in institutions and
organizations is distributed unequally
 Individualism versus collectivism. Individualismis the degree to which people prefer to set as individuals
rather than as members of a group.Collectivism on the other hand describes a tight social framework in
which people expect others of which they are part to look after them and protect them.
 Quantity of life versus quality of life. Quantity of life refers to the extent to which societal values are
characterized by assertiveness and materialism while quality of life emphasizes relationship and
concern to others
 Uncertainty avoidance. The degree to which people prefer the structured over the unstructured
situations.
 Long term versus short term orientation. People in cultures with long term orientations look to the future
and value thrift and persistence. A short term orientation values the past and present, and emphasizes
respect for tradition and fulfilling social obligations.

Describe a workplace example of how people seek consistency among their attitudes andtheir behavior
by reducing cognitive dissonance. Then, sort your example into the three maincomponents of attitudes.

Possible answer: A person working for a tobacco company canignore the scientific information that
tobacco is harmful, because he receives high rewards in theform of a high salary. This allows him to
reduce the cognitive dissonance between his feelings ofdiscomfort with his company's product, and his
job satisfaction. The cognitive part of theperson's attitude would be the evaluation that tobacco is
HBOR 1013: Human Behavior in Organization| 6
harmful. The affective part of theattitude would be feeling certain discomfort knowing that he works for a
company that isharming people. The behavioral component of the person's attitude would be the
ignoring of theinformation to continue to receive the high salary.

Attitudes are evaluative statements-

either favourable or unfavourable-
concerning objects, people or events.
They reflect how one feels about
something. Example, when I say “I like
my job”, I am expressing my attitude
about work. Have you experience the
same? How were your activities for that
matter?

Attitudes are not the same as values, but

the two are interrelated. You can see this
by looking at the three components of an
attitude listed below.

HBOR 1013: Human Behavior in Organization| 7

 Viewing attitudes as made up of three components mentioned is helpful toward understanding their
complexity and the potential relationships between attitudes and behaviour. But for clarity’s sake, keep in mind
that the term attitude essentially refers to the affective part of the three components.

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 ATTITUDES AND CONSISTENCY

Did you ever notice how people change what they say so it doesn’t contradict with what they
do? Research has generally concluded that people seek consistency among their attitudes and
between their attitudes and their behavior. This means that individuals seek to reconcile divergent
attitudes and align their attitudes so that they appear rational and consistent.

The Theory of Cognitive Dissonance

Cognitive Dissonance Theorysought to explain the linkage between attitudes and behavior. Any
incompatibility between two or more attitudes or between behavior and attitudes. Individuals seek to reduce
this gap, or “dissonance”. Dissonance, simply put, means an inconsistency.

Desire to reduce dissonance depends on:

• Importance of elements creating dissonance
• Degree of individual influence over elements
• Rewards involved in dissonance

Measuring the A-B Relationship

Recent research indicates that attitudes (A) significantly predict behaviors (B) when moderating variables are
taken into account.
HBOR 1013: Human Behavior in Organization| 9
A–B

Moderating Variables
• Importance of the attitude
• Specificity of the attitude
• Accessibility of the attitude
• Social pressures on the individual
• Direct experience with the attitude

Self-Perception Theory

Self-Perception Theory - attitudes are

used after the fact to make sense out of
an action that has already occurred.

Attitudes are used after the fact to make

sense out of an action that has already
occurred.
B–A

An Application: Attitude Surveys

Knowledge of employee attitudes can be helpful to managers in attempting to predict employee
behavior. But how does management get information about employee attitudes? The most popular method is
through the use of attitude surveys.

Attitude Surveys - eliciting responses from employees through questionnaires about how they feel
about their jobs, workgroups, supervisors, and the organization.An attitude survey seeks to understand and
evaluate the consumers’ (users and non-users) attitude towards a particular product/service/idea. Such an
attitude survey is often administered keeping in mind target consumers, clearly spelling out the respondent
profile. An attitude survey helps the company obtain insights related to the different attitudinal aspects of
consumers towards the product, service or category.

Importance of Attitude Survey

On a broader perspective, attitude encompasses all of a person’s emotional, perceptual, behavioral and
rational processes in response to some aspect of the environment. In case of marketing specifically, attitude
can be considered a person’s persistent emotional feelings, action tendencies and favorable or unfavorable
disposition towards a product, service or idea. Attitude survey in turn helps the company decide on the
marketing strategy for the brand. It allows the company to identify latent markets, new target groups or the
more profitable demographic segments. These are important for market segmentation, targeting strategy as
well as positioning. Such attitude surveys are also administered using attitudinal research to understand the
attitude of consumers towards the current or proposed marketing communications strategy. For example,
Amul, before deciding whether a new ad campaign should be aired or not, may like to observe the reactions of
the consumers. It may also want to compare it with the attitude of the consumers towards its present “Amul
girl” campaign.

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Attitude Survey Questionnaire Sample
Although quantifying attitude is a Herculean task, an attitude survey often uses a Likert Scale
approach. A survey helps in collecting vital information known as attitudinal data. A typical
questionnaire to understand consumers’ attitude towards the cookie category could have questions
like these:

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 Effect of Job Satisfaction on Employee Performance
Manager’s interest in job satisfaction tends to center on its effect on employee performance.
Researchers have recognized this interest, so we find a large number of studies that have been designed to
assess the impact of job satisfaction on employee productivity, absenteeism and turnover.

Satisfaction & Productivity

As the “myth or Science?” box concludes, happy workers aren’t necessarily productive workers. At the
individual level, the evidence suggests the reverse to be more accurate- that productivity is likely to lead to
satisfaction.
Interestingly, if we move from the individual level to that of the organization, there is renewed support for the
original satisfaction- performance relationship. When satisfaction and productivity data are gathered for the
organization, we find that organizations with more satisfied employees tend to be more effective than
organizations with less satisfied employees. So while we may not be able to say that a happy worker is
more productive, it might be true that happy organizations are more productive.
Satisfaction & Absenteeism
We find a negative relationship between satisfaction and absenteeism, but the correlation is moderate.
Satisfaction & Turnover
Satisfaction is also negatively related to turnover but the correlation is stronger than what we found for
absenteeism.

How Employee Express Dissatisfaction?

Employee dissatisfaction can be expressed in a number of ways. For example, rather than quit,
employees can complain, be insubordinate, steal organizational property or shrink part of their work
responsibilities. Below offers four responses that differ from one another along two dimensions:
constructiveness/destructiveness and activity/passivity.

1. Exit - leaving the organization and looking for a new position (resigning)
2. Voice - an attempt to improve conditions
3. Loyalty - passively but optimistically waiting for conditions to improve.
4. Neglect - allowing conditions to worsen

How Manager Create a Satisfied Employee?

1. Mentally Challenging Work - people prefer jobs that give them the opportunity to use their skills and abilities.
2. Equitable Rewards - pay systems and promotion policies must be just, unambiguous and in line with
expectations.
3. Supportive Working Conditions - people concerned with their environment for personal comfort and
facilitating a good job.
4. Supportive Colleagues - people get more out than merely money or tangible achievement. Their work fills
the need for social interaction.

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# To Do!

 PROCEED in the LMS ASSESSMENT.

*** END of LESSON 1***

REFERENCES

Textbooks

Robins, S. (2001). Organizational Behavior. New Jersey: Prentice-Hall, Inc.

Books:

Martirez, C.(2000). Management of human behavior in organizations. Manila, Philippines : National Book
Store.

Mison, I. B. (c2004).Human behavior in business organization. MandaluyongCity : National Book Store.

Zarate, C. A. (c2006).Organizational behavior and management in Philippine organizations. Manila : Rex Book
Store.

Zulueta, F. M. (c2002). Human behavior in organizations. MandaluyongCity : National Book Store.

Slocum, Jr., J. W. (c2009). Principles of organizational behavior. New York South Western.

Colquitt, J. (c2009). Organizational behavior : improving performance and commitment in the workplace.
Boston : McGraw-Hill/Irwin.

Kinicki, A. (c2009). Organizational behavior : key concepts, skills & best practices. Boston : McGraw-Hill
Irwin.

Kreitner, R. (c2004).Organizational behavior. Boston : McGraw Hill/Irwin.

McShane, S.(2005). Organizational behavior. Boston : McGraw-Hill.

Moorhead, G. (c2004).Organizational behavior : managing people and organizations. Boston : Houghton

Mifflin.

Online Reference

https://study.com/academy/lesson/attitude-inoculation-definition-explanation-examples.html

https://study.com/academy/lesson/terminal-values-definition-examples-quiz.html

Learning Materials

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1. Worksheets (teacher-made)
2. Powerpoint (teacher-made)

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