OB TV. vauues, ATTITUDES, AND J Values How People Learn Values Types of Values izatic es Individual versus Organizational Valu f Espoused versus Enacted Values Instrumental and Terminal Values Attitudes The Main Components of Attitudes Differences in Personal Disposition How Attitudes Are Formed Most Important Attitudes in the Workplace Effects of Employee Attitudes ; Making Positive Attitudes Work for the Organization Job Satisfaction Factors Associated with Job Satisfaction Ways of Measuring Job Satisfaction Job Involvement Organizational CommitmentA company which advertises that its milk products come from contented cows implies that the products are of good quality. It is easy to understand the logic behind it. In the same light, when someone says “workers who are satisfied with their jobs tend to produce quality outputs,” it is also easy to understand why it is so. Job satisfaction is an important concern for both employer and employee, This is so because of the benefits it brings to both. This chapter is an attempt to explain job satisfaction and the various concerns that make it happen, such as values and attitudes. Values generally influence attitudes and behavior. In turn, attitudes form the basis for determining how satisfied people are with their jobs. JOB SATISFACTION Figure 10 VALUES, ATTITUDES, AND JOBes to things o, h yson altar” a beliefs th. Values refer to the Imppnance # POT, enduring Pele tat i es are e ‘of conduct id " ction. Valu ie mode leas that Serves as guide t0 ter than the oppo ‘ed by @ Person or i one’s mode of conduct is bet ce plat An example of a belief is the importan ag ‘on the ability of « academic Hees an degyacs and. oot St ons, j person without sufficient academic a2 The definition implies #! Values may be attached to thi or friends), teamwork, honor, of a set of beliefs (to the compan hat values are mat d the like . ike loyalty ings or ideas like cdience, honesty, a” How People Learn Values Aa they grW, people born, they are learned. Values are not inl ing: f the following: learn values through any or all o modeling communication of attitudes 1 2. ft 3. unstated but implied attitudes 4. religion Modeling Parents, teachers, friends, and other people oftentimes become models to persons who would later exhibit good behavior in the workplace. For instance, a person who worked as a mechanic for many years in his own yard was a stickler for cleanliness and getting up early to work, He saw to it that his customers were happy with the service he provided, and he never charged them with unreasonable service fees. His son saw him in action almost everyday. The son did ~ not notice that he was slowly imitating the good work ethic of his father. It is no wonder that he behaves much like his father when he is ave his work as a rhechanic in a large automotive sales and service _ irm. ‘Communication of Attitudes—eQeEE NN Unstated but Implied Attitudes By : Values may also be affected by attitudes that are not stated but are implied by way of action. For instance, if a person sees joy and happiness in every member of his family whenever another member graduates from college, the person will develop the same | impliedly exhibited. : ea ee Religion Values are also learned through religion. For example, the just and fair treatment of people is a value that is taught by priests and ministers of various religious sects. Persons who are exposed to the teachings develop values that support such beliefs. Types of Values Values may be classified in various ways. A classification that is most relevant to the workplace indicates that values are of the following types:' f Ow dak ) 5 1. Achievement — this is a value that pertains to getting things done and working hard to accomplish goals; 2. Helping and concern for others — this value refers to the person’s concern with other people and providing assistance to those who need help; 3. Honesty — this is a value that indicates the person’s concern for telling the truth and doing what he thinks is right; and 4. Fairness — this is a value that indicates the person’s concern for impartiality and fairness for all concerned. Individual versus Organizational Values Organizations have values that may or may not be compatible with the values of the individual workers. There is value incongruence if the individual's value is not in agreement with the organization's value, As a result of such incongruence, conflicts may arise over such things as goals or the manner in which the goals will be achieved. For instance, a person who values honesty will find it hard to work in an organization where graft and corruption is a common practice If the person stays in that environment, he will be susceptible to experience the difficulty of “person-role conflict” which may beron the deena bask wale ob aw tgsh wath the tae thy enced pina that ® the cond nate by thereat atic x 2 NET * Oe crt schval ee Wht He compe ai et ntti Ermer 0 oon a at's &such, values may be classified as either (1) espoused, or (2) enacted values.’ of the organization say they E what members 7 poused vale’ ate nce, may state that it highly value. A business organization, for insta a : values its good relationship with customers. However, ifthe ve ores of the said company give priority to calls from yelatives an ee Is rather than responding immediately to customer's inquiries, tl eh are not actually practicing the values espou by the company. Those that are reflected in the actual behavior of the individual members of the organization are referred to as enacted values. Instrumental and Terminal Values Another classification of values may be presented as follows:? 1. terminal values, and 2. _ instrumental values Terminal values representthe goals that a person would like to achieve in his or her lifetime. Examples of terminal values are happiness, love, pleasure, self-respect, and freedom. Instrumental values refer to preferable modes of behavior or means of achieving the terminal values. Examples of instrumental values are ambition, honesty, self-sufficiency, and courageousness. INSTRUMENTAL) —————_—__———p| VALUES - ambition - happiness - honesty - pleasure - self-sufficiency - self-respect - courage - freedom - forgiving nature - world peace - helpfulness - equality - self-control - achievement - independence - inner peace - obedience ~ beauty in art and nature 2 open-mindedness - family security 65 ‘ » { i ' Pc~ Cleanliness - salvation ~ affectiontove - friendship : ~ Politeness amature t0Y ~ tationali e hanemell, - Fesponsibjlj - prosperi 3 - competent ae Paiicnal security et cheerfulness - social respect lif . intelligence - exciting, active life ~ imagination Figure 12 INSTRUMENTAL AND TERMINAL VALUES _ ATMTupes Attitudes are important in the study of human behavior. This is 50 because they are linked with perception, learning, emotions, and Motivation. Attitudes also form the basis for job satisfaction in the workplace./Attitudes are feelings and beliefs that largely determine low employees will Perceive their environment, commit themselves to intended actions, and ultimately behave. Attitudes reflect how one feels about something. For instance, a person may think working over- time is necessary if the situation fequires it, or may consider work as an important ingredient of one’s physical and mental well-being. The Main Components of Attitudes Attitudes consist of the following components:* 1. cognitive 2. affective 3. behavioral The cognitive component of an belief segment of an attitude. An ex, in the statement “my boss is fickle- decision.” attitude refers to the Opinion or ‘ample is the opinion indicated minded; he cannot stick to his « The affective component of an at feeling segment. The bad feeling ins; my boss” is an.example. attitude refers to the emotional or inuated in the statement “| hate ' WRN IT 66The behavioral component of an attitude refers to the intention 2 behave in a certain way toward someone or comer erample is the action indicated in the statement iy have requested a transfer another department from my superiors. COGN}TIVE (evaluation) my boss is fickle-minde; he cannot stick to his decision AFFECTIVE negative feeling) )<——————————— | “rtinide hate my boss. toward boss BEHAVIORAL (action) ; eZ Jam requesting for a transfer Figure 13 ‘ THE COMPONENTS OF AN ATTITUDE Differences in Personal Disposition People differ in their personal disposition. Some have attitudes that are positively affective, while some hav attitudes. e negatively affective ' ieee ininnrariee TS sme ow aeristic of employees rat at work. People at, cheerful, and Positive affectivity refers to Personal characté that inclines them to be predisposed ta be sats who have positive affectivity af@ optimistic, upbe: Courteous, : | characteristic of employee be dissatisfied at work. People ‘ downbeat, ‘ Negative affectivity is a Lapa that inclines them to be predisposed to ne istic, who have negative affectivity are generally pessim irritable, and sometimes, abrasive. ing the personal Managers and supervisors will benefit from a alning disposition of their subordinates. Their decisions reg hiring, and promotion could be made better. et OFM LG co dew How Attitudes Are Formed Attitudes are formed through leaming, The two methods tha mostly influence attitude formation are direct experience A if oad Means of social learning. Among the information stored in the human mind, those that were gathered through direct experience are the most accessible. So if one had an unpleasant experience with another Person, his attitude regarding that person would be negative regardless Of any other information obtained from indirect means. Although indirect means affect the formation of attitudes, their influence is not as strong as direct experience. Attitudes that are formed in an indirect way are the result of social interactions with the family, peer groups, religious organizations, and Culture. For instance, if parents behave in a manner showing disdain towards smokers, the children will have a strong tendency to adapt an attitude of indifference towards smokers, Most Important Attitudes in the Workplace Work behavior is of utmost importance to managers and Superiors. Since work attitudes affect work behavior, the requisite concerns are focused on them.Effects of Employee Attitudes Attitudes provide clues to the behavioral intentions or inclinations of an employee. The manner in which a person will act can be gleaned from his attitudes, Employee attitudes may be classified as either: 1. positive job attitudes; or 2. negative job attitudes, Figure 14 FECTS OF EMPLOYEE ATTITUDES (Partial indication) 69‘ “ i i 5 in prenitive.job attitudes indicate job satisfaction and are Useful ie “ealcting constructive behaviors like serving customers beyond TresiaL working hours, and performing excellently in all aspects of their jobs. An example of a positive job attitude is “I enjoy wearing My office uniform.” Negative job attitudes are also useful in predicting undesirable 7. 1wior. Negative job attitudes include those concerning job dissatisfaction, lack of job involvement, low commitment to the organization, and strong negative words like “the office assigned to me does not speak well of my position.” When employees are dissatisfied with their jobs, they will have a strong tendency to engage in any or all of the following: 1. psychological withdrawal like daydreaming on the job; 2. physical withdrawal like unauthorized absences, early departures, extended breaks, or work slowdowns; and 3. aggression, like verbal abuse or dangerous actions against another employee. Making Positive Attitudes Work for the Organization People with positive work attitudes make it easy for the organization to achieve its objectives. As such, recruitment officers must require positive work attitudes before employment offers are made. Those who are already employed by the- organization but whose attitudes are negative must be made to participate or become beneficiaries of programs designed to change negative work attitudes of employees to positive work attitudes. In the process of recruiting people to fill the various job vacancies in the organization, proven methods of selection must be made. Applicants found to have positive work attitudes should be ing if eel coir nit ero ge Jeabout one’s job resulting from an evaluation of its ¢| when the feeling about one’s job is not positive, the apy is job dissatisfaction. haracteristics, propriate term When people are satisfied with their jobs, the foll : become possible: ollowing benefits u AR? 1S ig high productivity” a stronger tendency to achieve customer loyalty loyalty to the company” low absenteeism and turnover / less job stress and burnout better safety performance better life satisfaction factors Associated with Job Satisfaction There are certain factors associated with job satisfaction. They are the following:> Je. Salary — adequacy of salary and perceived equity compared with others; Work itself — the extent to which job tasks are considered interesting and provide opportunities for learning and accepting responsibility; Promotion opportunity — chances for further advancement; Quality of supervision — the technical competence and the interpersonal skills of one’s immediate superior; Relationship with co-workers ~ the extent to which co- workers are friendly, competent, and supportive; conditions - the extent to which the physical work Working c P Wore ' nt is comfortable and supportive of productivity; environme! and Job security - the beliefs that one’s position is setae secure and ‘continued employment with the organizat! a reasonable expectation. 1~wouee —wwar Tm Ss Eee RE own | OS) Soe Ways of Measuring job Satisfaction any Job satisfaction may be measured by usinB approaches;* 1. the single global rating method; and 2. the summation score method. of the following roach where The single global rating method refers to Wat SPRTEN? tte individuals are asked to respond to a single question, S10 2 ow Satisfied are you with your job?” The (Shine numbers from 5 to | answers by putting a check (v) before any of the as indicated below: 1. highly satisfied ——— 2. moderately satisfied ——— 3. indifferent 4. moderately dissatisfied ——_ 5. highly dissatisfied The summation score method is an approach where individuals indicate their feelings regarding each key factors of their job. The factors would normally consist of the work, supervision, Current salary, promotion opportunities, and relations with co-workers, A standard scale is used to rate the factors and then the overall job Satisfaction score is derived. An illustration of the summation score method is provided below. Exhibit 1 ‘A SAMPLE QUESTIONNAIRE FOR THE SUMMATION SCORE METHOD OF JOB SATISFACTION Please indicate on the blanks provided below how satisfied you are (in terms of Percentage) in each of the following factors of your job: % 1. work itself % 2. salary (or pay) % 3. Promotion opportunities % 4. supervision % 5. co-workers Note: To be filled by the enumerator: % overall Percentage score 72JOB INVOLVEMENT Job involvement is another positive employee attitude. It refers to the degree to which a person identifies with the job, actively participates in it, and considers performance important to self-worth. People who are really “involved” in their jobs view work as a central part of their overall lives, A positive self-ima ge is a result of a person’s holding a meaningful job and actively perfor ‘ming it. People with a high degree of job involvement will seldom be late or abs ent. They are willing to work long hours if necessary, and they will strive to be high performers. ORGANIZATIONAL COMMITMENT Organizational Commitment is the third positive employee attitude. It refers to the degree to which an employee identifies with a particul ‘ar Organization and its goals and wishes to maintain membership in the organization.” Organizational commitment often reflects the employee's belief in the mission and goals of the organization, willingness to expend effort in accomplishing them, and intentions to continue working in the organization. Em ployees who are organizationally committed have good attendanci records, show willingness to adhere to the firm's policies, and lower turnover rates. Organizational commitment may be categorized into three dimensions. They are as follows: 1. affective commitment; 2. continuance commitment; and 3. normative commitment. Affective commitment refers to the employee’s emotional attachment to the organization and belief in its values. For example, an employee may be affectively committed to his company because of its employment policy of hiring people regardless of their educational attainment. Continuance commitment refers to the employee's tendency to remain in an organization because he cannot afford to leave. In 73Normative comeitment refers to an obligation to remain wih & the company for moral or ethical reason. For example, an employer working i a 200 may remain with his employer because he feel, tent of the animals under his care would respond only to him and i would be hard to find a suitable replacement for him. He thinks tha [7 the existence of the 200 would be in jeopardy if he leaves.SUMMARY Values, attitudes, and job satisfaction are important concerns for managers and employees. When employees are satisfied with the work they do, it is expected that their work performance would be highly satisfactory, Job satisfaction, however, is possible if the employees possess the right value and attitudes. Values are guidelines and beliefs that a person uses when confronted with a situation in which a choice must be made. Attitudes are feelings and beliefs that largely determine how employees will perceive their environment, commit themselves to intended actions, and ultimate behavior. Values may be learned through modeling, communication of attitudes, unstated but implied attitudes, and religion. Values may be classified as (1) achievement, (2) helping and concern for others, (3) honesty, and (4) fairness. The person's values are different from organizational values. They may be compatible or not. Values may also be classified as espoused (or what member of the organization say they value) or enacted (those reflected in the actual behavior of employee). Values may also be terminal (those representing the goals that a person would like to achieve in his lifetime) or instrumental (those that are used in achieving the terminal values). Attitudes reflects how one feel about something, They consist of cognitive, affective, and behavioral components. The most important attitudes in the workplace are those concerning job satisfaction, job involvement, and organizational commitment. 75 |Case 4. PONCIANO RETAIL ING COMPANY: Yesterday Mr. Ponciano Sar business firm, Ponciano Ret younger brother of his high s formed business, As the years Passed, the business, Together, Ponci. another. Within throughout Ce, Monte was 25 years old when he Organized his ailing Company. He asked Danny, the Chool classmate, to join him in his newly firm made good in the grocery retail ano and Danny established one branch after 4 span of 20 years, 19 branches were established ntral Luzon and Cagayan Valley, number of emp fespect to the le. ployees reached 405 and everyone adership abilities of the two pioneers, Ponciano and Danny worked in a mutual trust with each other, Ponciano always consulted Danny on several important aspects of funning the business, Danny was always busy training personnel on several aspects of Managing a branch so there has never been a shortage of Managers, Because of his loyalty and by Ponciano. He receives an executive salary that was standard, plus allowances and medical benefits. He is an executive car. He is authorized to m: Matters. To assist him in his task, Danny All went well until Ponciano died Passed to Ponciano's oldest son, slowly introduce measures to centr: the store Managers hi letermine the types of merchandise to carry, the quantity, and the timing of purchase. The recruitment and training of store Personnel were func tions exercised by the store Managers. The above functions, as Well as some other tasks, are now performed by top management through a staff in the central office. The changes introduced effectively reduced the authority and influence of the store managers. Danny’s authority was also greatly reduced. ability, Danny was well taken care of above industry provided with ake decisions on Operational trained two junior executives, and full ow: Patrick. Wh. alize decisic lad the authority to d nership and control fat Patrick did was to on-making, Previously, Just a month after the decentralization order w, Danny felt the demoralizing effect on the man, assigned to the branches. Sales dropped by two of key employees started to make moves to elsewhere. The rate of absences and tardiness ‘as implemented, ‘agers and employees Percent and a number look for suitable jobs also began to go up | 7' he informed Patric, ituation and com, by the situal h for the pany Danny was lari of negative ae it is easy to replac; sow, te rata trick told Danny not a uestions: : : 1. What do you think of the ans regarding the decentralization pele . 2. Do you consider the decentralization policy ig mistake? Why or why not?