Human Behaviour In Organisation

(HBO)
Course Instructor: Dr. Shubhi Gupta
 Session 5 & 6

Values and Attitudes

Formation of values and attitudes, Work ethics, Values

across culture- Schwartz Scale

Attitudes impacting behaviour, Cognitive Dissonance,

Important work attitudes- Job satisfaction, OCB,
Organizational Commitment
 What is Attitude?

What is Attitude? | Bob Proctor: https://youtu.be/sGC9xto7UpE

 ABC of Attitudes

Evaluative statements or judgments concerning objects,

people, or events.
Three components of an attitude:

The emotional or
Affective
Cognitive
feeling segment
The opinion or of an attitude
belief segment of Behavioral
an attitude
An intention to behave
in a certain way toward
someone or something
Attitude
The Components of an Attitude
 Know Your Incompatible Attitudes

Source: https://www.simplypsychology.org/cognitive-dissonance.html
Know Your Incompatible Attitude
Does Behavior Always Follow Attitudes?
➢ Leon Festinger – No, the reverse is sometimes true!
➢ Cognitive Dissonance: Any incompatibility between
two or more attitudes or between behavior and attitudes
– Individuals seek to reduce this uncomfortable gap, or
dissonance, to reach stability and consistency
– Consistency is achieved by changing the attitudes,
modifying the behaviors, or through rationalization
– Desire to reduce dissonance depends on:
• Importance of elements
• Degree of individual influence
• Rewards involved in dissonance
 Cognitive Dissonance In Application

Source: https://www.roxanamurariu.com/an-overview-of-the-cognitive-dissonance-theory/
https://dilbert.com/strip/1992-08-09
Moderating Variables
The most powerful moderators of the attitude-
behavior relationship are:
– Importance of the attitude
– Correspondence to behavior
– Accessibility
– Existence of social pressures
– Personal and direct experience of the attitude

Attitudes Predict Behavior

Moderating Variables
Predicting Behavior from Attitudes

– Important attitudes have a strong relationship

to behavior.
– The closer the match between attitude and
behavior, the stronger the relationship:
• Specific attitudes predict specific behavior
• General attitudes predict general behavior
– The more frequently expressed an attitude, the
better predictor it is.
– High social pressures reduce the relationship
and may cause dissonance.
– Attitudes based on personal experience are
stronger predictors.
What are the Major Job Attitudes?

A positive feeling about the job

Job Satisfaction resulting from an evaluation of its
characteristics

Degree of psychological
identification with the job where
Job Involvement perceived performance is
important to self-worth

Psychological Belief in the degree of influence

over the job, competence, job
Empowerment meaningfulness, and autonomy
Another Major Job Attitude

➢ Organizational Commitment
– Identifying with a particular organization and its goals,
while wishing to maintain membership in the
organization.
– Three dimensions:
• Affective – emotional attachment to organization
• Continuance Commitment – economic value of staying
• Normative - moral or ethical obligations
– Is related to performance, especially for new employees.
– Recently greater stress on occupational commitment,
loyalty to profession rather than a given employer.
Organizational Commitment Cont’d
And Yet More Major Job Attitudes…

Perceived Organizational Support (POS)

• Degree to which employees believe the organization

values their contribution and cares about their well-being.
• Higher when rewards are fair, employees are involved in
decision-making, and supervisors are seen as supportive.
• High POS is related to higher OCBs and performance.

Employee Engagement

• The degree of involvement with, satisfaction with, and

enthusiasm for the job.
• Engaged employees are passionate about their work and
company.
Are These Job Attitudes Really Distinct?

➢ No: these attitudes are

highly related.
➢ Variables may be
redundant (measuring the
same thing under a
different name)
➢ While there is some
distinction, there is also a
lot of overlap.

Be patient, OB researchers are working on it!

Job Satisfaction

One of the primary job attitudes measured.

• Broad term involving a complex individual summation of a

number of discrete job elements.

How to measure?

• Summation score (many questions/one average)

Are people satisfied in their jobs?

• Results depend on how job satisfaction is measured.

• Pay and promotion are the most problematic elements.
Causes of Job Satisfaction

➢ Pay influences job satisfaction only to a point.

– Limited relationship between the amount of pay and job
satisfaction.
– Money may bring happiness, but not necessarily job
satisfaction.

➢ Personality can influence job satisfaction.

– Negative people are usually not satisfied with their jobs.
– Those with positive core self-evaluation are more
satisfied with their jobs.
Employee Job Satisfaction and Engagement
(SHRM, 2017)
 How Empathetic Leadership Leads To Higher
Job Satisfaction?

Source: https://www.youtube.com/watch?v=m_L4TwHYV1o
 Employee Responses to Dissatisfaction
Active
EVLN Model

Exit Voice
• Behavior • Active and
directed constructive
toward attempts to
leaving the improve
organization conditions
Destructive Constructive

Neglect Loyalty
• Allowing • Passively
conditions to waiting for
worsen conditions to
improve

Passive
Outcomes of Job Satisfaction

➢ Job Performance
– Satisfied workers are more productive AND more
productive workers are more satisfied!
– The causality may run both ways.
➢ Organizational Citizenship Behaviors
– Satisfaction influences OCB through perceptions of
fairness.
➢ Customer Satisfaction
– Satisfied frontline employees increase customer
satisfaction and loyalty.
➢ Absenteeism
– Satisfied employees are moderately less likely to miss
work.
More Outcomes of Job Satisfaction
➢ Turnover
– Satisfied employees are less likely to quit.
– Many moderating variables in this relationship.
• Economic environment and tenure
• Organizational actions taken to retain high performers and
to weed out lower performers
➢ Workplace Deviance
– Dissatisfied workers are more likely to unionize, abuse
substances, steal, be tardy, and withdraw.

Despite the overwhelming evidence of the impact of job

satisfaction on the bottom line, most managers are either
unconcerned about or overestimate worker satisfaction.
 Global Implications

➢ Are Employees in Some Cultures More Satisfied With

Their Jobs?
– According to some studies, Western workers appear to be
more satisfied than those in Eastern cultures. This may be
because Westerners emphasize positive emotions and
individual happiness more than do those in Eastern cultures.

– Another study showed that Indian employees rated their

satisfaction higher than other employees in the Asia-Pacific
region.
Summary and Managerial Implications

➢ Managers should watch employee attitudes:

– They give warnings of potential problems
– They influence behavior
➢ Managers should try to increase job satisfaction and
generate positive job attitudes
– Reduces costs by lowering turnover, absenteeism, tardiness,
theft, and increasing OCB
➢ Focus on the intrinsic parts of the job: make work
challenging and interesting
– Pay is not enough
 Short Scenario Questions

❖ Anurag is discontent with his job but believes that his

supervisor is a good man who will do whatever is
necessary to reduce his dissatisfaction with the job. He
has decided to just wait and give his supervisor some
time until conditions improve. Anurag's response to
this problem is termed as ________.

❖ Susan works for an event management company and is

discontent with her job because she was passed over
for a promotion. She has now composed a list of
concerns and plans to discuss the issue with her
supervisor. Susan’s response to the problem is referred
to as ________.
 Short Scenario Questions Cont’d

❖ Khushi works for a bank in Michigan and is dissatisfied

with the way her manager treats her. She is planning to
quit her job and find a new position with another
competitor bank. Khushi’s action represents the ________
response.

❖ Muskan is unhappy with her job and takes every

possible vacation and sick day to avoid going to work.
In addition, whenever she goes to work, she shows up
late and skips important meetings. Muskan is
expressing her dissatisfaction through the ________
response.
Values
 Values and Behaviors at PwC UK

Source: https://youtu.be/JyzH6ea00us
https://www.pwc.com/gx/en/about/purpose-and-values.html
Values

Basic convictions on how to conduct

yourself or how to live your life that is
personally or socially preferable –
“How To” live life properly.

➢Attributes of Values:
▪ Content Attribute – that the mode
of conduct or end-state is
important
▪ Intensity Attribute – just how
important that content is.
Values in the Workplace
➢ Stable, evaluative beliefs that guide our preferences
- Define right/wrong, good/bad – what we “ought” to do
- Direct our motivation, potential decisions/behaviour

➢ Value system- Hierarchy of values (rank ordering of

the values along a continuum of importance) Value
System

Individuals → Personal Values

Group → Shared values
Organisation → Organisational values
Society → Cultural values
Values vs Personality and Attitude

Compared with personality, values are:

• Evaluative (not descriptive)
• May conflict strongly with each other
• Affected more by nurture than nature

Compared with attitude, values are:

• Attitude reflects how one feel about something, value
focuses on what ought to be
• Values guide and decide our actions, attitude are
feelings and personal opinion.
Values Congruence

Similarity of a person’s values hierarchy to another source

• Team values congruence → higher team cohesion and
performance

• Person-organization values congruence → higher job

satisfaction, loyalty, and organizational citizenship, lower
stress and turnover

• Espoused-enacted values congruence → how consistent

the values appear in leaders’ decisions

• Organisation-community congruence → organisation’s

dominant values with the prevailing value of the community
Ethical Values and Behaviour

Ethics: A study of moral principles/values –whether actions

are right/wrong, outcomes are good/bad.

Three ethical principles

• Utilitarianism – greatest good for the greatest number

• Individual rights – everyone has the same natural rights

• Distributive justice – benefits/burdens should be

proportional
In-Class Discussion
Importance of Values

➢ Provide understanding of the attitudes, motivation, and

behaviors

➢ Influence our perception of the world around us

➢ Represent interpretations of “right” and “wrong”

➢ Imply that some behaviors or outcomes are preferred over

others
Classifying Values – Rokeach Value Survey

➢ Terminal Values
– Desirable end-states of existence; the goals that a person
would like to achieve during his or her lifetime
➢ Instrumental Values
– Preferable modes of behavior or means of achieving one’s
terminal values

➢ People in same occupations or categories tend to hold

similar values
– But values vary between groups
– Value differences make it difficult for groups to negotiate
and may create conflict
Values in the Rokeach Survey
Schwartz’s Values Model
➢ 57 values clustered into
10 categories, further
clustered into four
quadrants
– Openness to change
• motivated to pursue
innovative ways
– Conservation
• motivated to preserve the
status quo
– Self-enhancement
• motivated by self-interest
– Self-transcendence
• motivated to promote
welfare of others and
nature
Generational Values

Entered Approximate
Cohort Dominant Work Values
Workforce Current Age
Veterans 1950-1964 75+ Hard working, conservative,
conforming; loyalty to the
organization
Boomers 1965-1985 50-70s Success, achievement, ambition,
dislike of authority; loyalty to
career
Xers 1985-2000 Mid-30s to 50s Work/life balance, team-oriented,
dislike of rules; loyalty to
relationships
Nexters 2000-Present Under 30 Confident, financial success, self-
(Millennial reliant but team-oriented; loyalty
s) to both self and relationships
Person-Organization Fit

In addition to matching the individual’s personality to the

job, managers are also concerned with:

➢Person-Organization Fit:
– The employee’s personality must fit with the organizational
culture.
– People are attracted to organizations that match their values.
– Those who match are most likely to be selected.
– Mismatches will result in turnover.
– Can use the Big Five personality types to match to the
organizational culture.
 Global Implications
➢ Personality
– Do frameworks like Big Five transfer across cultures?
• Yes, but the frequency of type in the culture may vary.
• Better in individualistic than collectivist cultures.
➢ Values
– Values differ across cultures.
– Hofstede’s Framework for assessing culture – five value
dimensions:
• Power Distance
• Individualism vs. Collectivism
• Masculinity vs. Femininity
• Uncertainty Avoidance
• Long-term vs. Short-term Orientation
Hofstede’s Framework: Power Distance

The extent to which a society accepts that power in

institutions and organizations is distributed unequally.
• Low distance
•Relatively equal power
between those with
status/wealth and those
without status/wealth

• High distance
•Extremely unequal
power distribution
between those with
status/wealth and those
without status/wealth
Hofstede’s Framework: Individualism

➢ Individualism
– The degree to which people prefer to act as individuals
rather than a member of groups
➢ Collectivism
– A tight social framework in which people expect others
in groups of which they are a part to look after them
and protect them

Versus
Hofstede’s Framework: Masculinity

➢ Masculinity
– The extent to which the society values work roles of
achievement, power, and control, and where
assertiveness and materialism are also valued
➢ Femininity
– The extent to which there is little differentiation
between roles for men and women

Versus
Hofstede’s Framework: Uncertainty Avoidance

The extent to which a society feels threatened by uncertain

and ambiguous situations and tries to avoid them

High Uncertainty Avoidance:

Society does not like ambiguous
situations and tries to avoid
them.
Low Uncertainty Avoidance:
Society does not mind
ambiguous situations and
embraces them.
Hofstede’s Framework: Time Orientation

➢ Long-term Orientation
– A national culture attribute that emphasizes the future,
thrift, and persistence
➢ Short-term Orientation
– A national culture attribute that emphasizes the present
and the here and now
 Hofstede’s Framework: An Assessment

➢ There are regional differences within countries

➢ The original data is old and based on only one company
➢ Hofstede had to make many judgment calls while doing the
research
➢ Some results don’t match what is believed to be true about
given countries
➢ Despite these problems it remains a very popular
framework
GLOBE Framework for Assessing Cultures

➢ Global Leadership and Organizational Behavior

Effectiveness (GLOBE) research program.
– Nine dimensions of national culture
– Data from 825 organizations and 62 countries.

➢ Similar to Hofstede’s framework with these additional

dimensions:
– Humane Orientation: how much society rewards
people for being altruistic, generous, and kind.
– Performance Orientation: how much society
encourages and rewards performance improvement and
excellence.
Summary and Managerial Implications

➢ Personality
– Screen for the Big Five trait of conscientiousness
– Take into account the situational factors as well
– MBTI® can help with training and development

➢ Values
– Often explain attitudes, behaviors, and perceptions
– Higher performance and satisfaction achieved when the
individual’s values match those of the organization.
 CRITICAL THINKING
➢ Read and analyze the followings:

1. Developing and Sustaining Employee Engagement:

https://www.shrm.org/resourcesandtools/tools-and-
samples/toolkits/pages/sustainingemployeeengagement.aspx

2. Employee Job Satisfaction And Engagement: The Doors Of Opportunity Are Open:
https://www.shrm.org/hr-today/trends-and-forecasting/research-and-
surveys/Documents/2017-Employee-Job-Satisfaction-and-Engagement-Executive-
Summary.pdf

3. Better Pay and Benefits Loom Large in Job Satisfaction:

https://www.shrm.org/resourcesandtools/hr-topics/compensation/pages/pay-
benefits-satisfaction.aspx

4. Managing Employee Surveys: https://www.shrm.org/resourcesandtools/tools-

and-samples/toolkits/pages/managingemployeesurveys.aspx
 References & Useful Weblinks
❑ The content of this PowerPoint presentation has been derived from the below-
mentioned sources:
• Robbins, S. P., Judge, T. and Vohra, N. (2020). Organizational Behavior”, 19th Ed.,
Pearson Education, New Delhi.
• McShane and Von Glinow (2017). Organizational Behaviour, 6th Ed., McGraw Hill,
New Delhi.

❑ The students may also refer to the below-mentioned Weblinks for more clarification of
the concepts discussed in the chapter:
• What is Attitude? | Bob Proctor: https://youtu.be/sGC9xto7UpE
• Attitudes and Its 3 Components: https://youtu.be/eGT4lnnDPpI
• Cognitive dissonance (Concepts Unwrapped): https://youtu.be/m_lCO2cBNts
• Cognitive dissonance (Definition + 3 Examples): https://youtu.be/G1-vaIe2FGM
• Key Work-Related Attitudes: https://youtu.be/AgzWxRBhzoo

❑ The student may also read the following:

• Make Your Values Mean Something (HBR, July 2002)
• Set up remote workers to thrive (HBR, Oct 2009)
 Thank You
Have a great day!
For any queries, please email shubhi.gupta@fsm.ac.in