Course Name: Organizational Behavior

Course code: MGT 102 E

CreditMGT403E
hours : 3 hours
Semester/Academic year: Spring 2022-2023
Lecture: 9,10,11
Course instructor : Dr. (Mahmoud Badawy)

Principles of Marketing - lecture ( ) 1

 Nahda University
Faculty of Business Administration

Intended Learning outcomes (ILOs)

By the end of this lecture the student will be
able to:
• 1-Define values and attitudes
• 2-Identify The key contributors of job
satisfaction
• 3-Compare between affective,
continuance, and normative commitment

Principles of Marketing - lecture ( ) 2

‫‪Values, Attitudes, and Work Behavior‬‬ ‫‪Organizational Behavior‬‬
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‫‪Chapter Four‬‬
‫‪Values, Attitudes, and‬‬
‫‪Work Behavior‬‬

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‫‪Chapter Four‬‬ ‫‪1‬‬
Values, Attitudes, and Work Behavior Organizational Behavior
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Learning objectives:
After studying this chapter, the student should be able to:
1- Define values and discuss the implications of cross-cultural variation
in values for organizational behavior.
2- Define attitudes and explain how people develop attitudes.
3- Explain the concept of job satisfaction and discuss some of its key
contributors, including discrepancy, fairness, disposition, mood,
and emotion.
4- Explain the relationship between job satisfaction and absenteeism,
turnover, performance, organizational citizenship behavior, and
customer satisfaction.
5- Differentiate affective, continuance, and normative commitment and
explain how organizations can foster organizational commitment.

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Chapter Four 2
‫‪Values, Attitudes, and Work Behavior‬‬ ‫‪Organizational Behavior‬‬
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‫‪Chapter elements:‬‬
‫‪The elements of this chapter are as follows:‬‬
‫‪1- The Definition and Characteristics of Values .‬‬
‫‪2- The Definition and Characteristics of Attitudes.‬‬
‫‪3- The Major Job Attitudes .‬‬

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‫‪Chapter Four‬‬ ‫‪3‬‬
Values, Attitudes, and Work Behavior Organizational Behavior
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Chapter Four
Values , Attitudes , and Work Behavior

What Are Values?

 Values are basic convictions (notions) about what is right and
wrong, good or bad, acceptable or unacceptable.
 Values refer to a broad tendency to prefer for certain states of affairs
over others.
 Values are concepts or beliefs that guide how we make decisions
about and evaluations of behaviors and events.
 In general values are ideals that shape and give significance to our
lives. They are reflected through the priorities that we choose, and
the decisions we make and actions we take.

General Characteristics of Values :

- Values tend to be relatively stable and enduring.
- Values generally influence attitudes and behavior.
- A significant portion, 40 to 50 percent, is genetically determined
from our parents, other factors include nationalism, culture, parents,
teachers, friends, and similar environmental influences.
- If we know an individual's values, we are better able to predict a
behavior in a particular situation.
- Values differ between generations, regions and cultures.

Types of Values
 Terminal (Goal) values are the end-state we hope to achieve in life.
(A way of being)
 Instrumental (Means) values are means of achieving these
terminal values. (A way of doing)
 Integration of Means values is accomplished through Skills learning

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Chapter Four 4
Values, Attitudes, and Work Behavior Organizational Behavior
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What Are Attitudes?

 Positive or negative feelings about objects, people, or events.
 Attitudes are thus judgment responses to situations. E.g. 'I like my
job/I do not like my boss'.
 A psychological tendency expressed by evaluating an entity with
some degree of favor or disfavor.
 An attitude is a fairly stable evaluative tendency to respond
consistently to some specific object, situation, person, or category of
people.
Characteristics of Attitude
- Difficult to measure .
- Demonstrated by behavior .
- Formed from the process of socialization .
- Can have positive or negative implications .
- Once formed, not easily changed.
- Attitudes are less stable than values.

Components of Attitudes :
- Cognitive component of an attitude is the opinion or belief segment
(values clusters) of an attitude.
- Affective component is the emotion or feeling segment of an
attitude. (life experiences)
- Behavioral component is the intention to behave in a certain way
toward someone or something. (Social experiences)

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Chapter Four 5
Values, Attitudes, and Work Behavior Organizational Behavior
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Figure (4/1)
ABC Model of an Attitude

Attitudes & Behavior

The concepts of value and attitude support and shape each other. Attitudes
might be observed through values preparing the individual to act, thus
they might be considered as the tendency to prepare an individual to act
with the help of their values. Many problems regarding the behaviors of
individuals stem from their attitudes towards circumstances, and values
individuals obtain or already have form and shape these attitudes .
Individuals’ actions mainly result from their values and attitudes
(Doğanay, 2009).

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Chapter Four 6
Values, Attitudes, and Work Behavior Organizational Behavior
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However, attitudes are not always consistent with behavior. Behavior is
most likely to correspond to attitudes when people have direct experience
with the target of the attitude and when the attitude is held confidently.
Where do attitudes come from? Attitudes are a function of what we think
and what we feel. They are the product of a related belief and value.
Beliefs + Values Attitudes Behaviors

Beliefs
Beliefs are assumptions or convictions you hold as true about something,
concept or person based on:
 Values
 Attitudes
Behavior
The manner of conducting oneself. The response of an individual
or group to it’s environment.

Figure (4/2 )
Beliefs , Values , Attitudes and Behaviors
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Chapter Four 7
Values, Attitudes, and Work Behavior Organizational Behavior
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What are major job attitudes?

Job attitudes tap positive or negative evaluation that employees hold
about aspects
of their work environment. The most Related job attitudes are ( Job
satisfaction
organizational commitment and Perceived organizational support )

What Is Job Satisfaction?

 Job satisfaction has been defined as a pleasurable emotional state
resulting from the appraisal of one’s job or job experiences.
 Job satisfaction refers to a collection of attitudes that workers have
about their jobs.
 Job satisfaction describe a positive feeling about a job, result from
an evaluation of its characteristics. Higher job satisfaction means
employees have positive feeling from his job.
 Job satisfaction represents a combination of positive or negative
feelings that workers have towards their work.

Theories of Job Satisfaction

 Each theory of job satisfaction takes into account one or more of the
four main determinants of job satisfaction and specifies, in more
detail, what causes one worker to be satisfied with a job and another
to be dissatisfied.
 Influential theories of job satisfaction include

◦ The Facet Model

◦ Herzberg’s Motivator-Hygiene Theory
◦ The Discrepancy Model
◦ The Steady-State Theory
 These different theoretical approaches should be viewed as
complementary.
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Chapter Four 8
Values, Attitudes, and Work Behavior Organizational Behavior
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The Facet Model

 Focuses primarily on work situation factors by breaking a job
into its component elements, or job facets, and looking at how
satisfied workers are with each.
 A worker’s overall job satisfaction is determined by summing
his or her satisfaction with each facet of the job.
 Sample job facets:
◦ Ability utilization: the extent to which the job allows
one to use one’s abilities.
◦ Activity: being able to keep busy on the job.
◦ Human relations supervision: the interpersonal
skills of one’s boss.

Measuring job satisfaction :

Usually job satisfaction is measured by using general scientific research
methods such as the questionnaire. Some of the most commonly used
techniques for measuring job satisfaction include:
 Minnesota Satisfaction Questionnaire (MSQ) : in which
respondents are asked to indicate how happy. they are with various
aspects of their job on a scale ranging from very satisfied‖ to ―very
dissatisfied.‖
 Job description index (JDI) : is one of the most widely used
techniques for measuring job satisfaction. It is a simple and easily
applicable method. The measurement of strength and weakness
within each factor are sign as in which field improvement and
changes are necessary.

- This questionnaire allows acquisition of information on all major

aspects of work and takes sex differences into consideration.
- The factors considered by the job description index are: The nature
of work, Compensation and benefits, Attitudes toward supervisors,
Relations with co-workers and Opportunities for promotion.

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Chapter Four 9
Values, Attitudes, and Work Behavior Organizational Behavior
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Determinants of Job Satisfaction?

 Pay and benefits
Benefits are generally defined as non-monetary compensation and
essential elements that used to motivate employees in the
organization. It helps to increase workers’ performance and
productivity. Researcher confirmed that rewards and benefits are
significantly associated with job satisfaction. However, poor
compensation and benefits will have negative impacts on job
satisfaction .
 Work environment
Work environment is explained as the setting, situation and
environment in which people work. It is also referred to the
environment where it comprises people, tools, and other workplace
physical components. researchers emphasized that supportive
working condition improves job satisfaction.
 Top management
Top management is seen as a social communicating process between
the leader and his followers. Generally, leaders influence the
achievement of an organization's goals via change, innovation,
engagement and motivational activities. According to researchers,
top management is important in influencing job satisfaction.
 Workload
Workload is defined as the number of tasks given to an individual
over a specified period of time . Workload is generally referred to
the intensity of the job assignments. Researchers mentioned that
heavy workload and tremendous administrative work will cause job
dissatisfaction.

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Consequences of Job Satisfaction
Many organizations have maintained a competitive advantage by paying
particular attention to employee satisfaction which has consequences for
employees and organizations.

Absence from Work

Absenteeism costs billions of dollars each year. Research shows that less-
satisfied employees are more likely to be absent. Satisfaction with the
content of the work is the best predictor of absenteeism. However, the
absence-satisfaction connection is not very strong. Several factors
constrain the ability of many people to convert their like or dislike of work
into corresponding attendance patterns:
- Some absence is simply unavoidable and some happy workers will
occasionally be absent.
- Some organizations have attendance control policies that can influence
absence more than satisfaction does.
- On many jobs, it might be unclear to employees how much absenteeism
is reasonable or sensible. As a result, workers may look to the behavior of
their peers for a norm to guide their behavior.

Turnover

Turnover refers to resignation from an organization and can be very

expensive. There is a moderately strong connection between job
satisfaction and turnover. Less-satisfied workers are more likely to quit.
However, the relationship is far from perfect.
There are a number of reasons why satisfied people sometimes quit their
jobs or dissatisfied people stay:
- Certain ―shocks,‖ such as a marital break-up, the birth of a child, or an
unsolicited job offer in an attractive location, might stimulate turnover
despite satisfaction with the current job.

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- An employee’s dissatisfaction with his or her specific job might be offset

by a strong commitment to the overall values and mission of the
organization.
- An employee might be so embedded in the community that he or she is
willing to endure a dissatisfying job rather than move.
- A weak job market might result in limited employment alternatives.
Despite these exceptions, a decrease in job satisfaction often precedes
turnover, and those who quit experience a boost in satisfaction on their
new job. Some of this boost might be due to a ―honeymoon effect‖ in
which the bad facets of the old job are gone, the good facets of the new
job are apparent, and the bad facets of the new job are not yet known. Over
time, as these bad facets are recognized, a ―hangover effect‖ can occur in
which overall satisfaction with the new job decreases.
Performance

Research has confirmed what folk wisdom and business magazines have
advocated for many years – job satisfaction is associated with enhanced
performance. However, the connection between satisfaction and
performance is complicated, because many factors influence motivation
and performance besides job satisfaction. The most important facet has to
do with the content of the work itself. Interesting, challenging jobs are
most likely to stimulate high performance.

Although job satisfaction contributes to performance, performance could

also contribute to job satisfaction. When good performance is followed by
rewards, employees are more likely to be satisfied. However, since many
organizations do not reward good performance, contemporary research
indicates that satisfaction is more likely to affect performance, rather than
the reverse.
Organizational Citizenship Behavior

Organizational citizenship behavior (OCB) is voluntary, informal

behavior that contributes to organizational effectiveness. Job satisfaction
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contributes greatly to the occurrence of OCB. The defining characteristics
of OCB are as follows:
- The behavior is voluntary.
- The behavior is spontaneous.
- The behavior contributes to organizational effectiveness.
- The behavior is unlikely to be explicitly picked up and rewarded by the
performance evaluation system since it is not part of the job description.

OCB takes various forms including helping behavior, conscientiousness to

the details of work, being a good sport, and courtesy and cooperation.
Fairness is important for understanding how job satisfaction contributes to
OCB. Although distributive fairness (especially in terms of pay) is
important, procedural and interactional fairness from a supportive
manager seem especially critical. OCB is also influenced by employees’
mood at work. People in a pleasant, relaxed, optimistic mood are more
likely to provide special assistance to others. OCB contributes to
organizational productivity and efficiency and to reduced turnover.

Customer Satisfaction and Profit

A growing body of evidence has established that employee job satisfaction

is translated into customer or client satisfaction and organizational
profitability. Organizations with higher average levels of employee
satisfaction are more effective. The reasons for this include reduced
absenteeism and turnover which contribute to the seamless delivery of
service, as well as OCBs that stimulate good teamwork. As well, good
mood among employees can be contagious for customers.

What Is Organizational Commitment?

Organizational commitment is an attitude that reflects the strength of the
linkage between an employee and an organization. There are three types
of organizational commitment:
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• Affective commitment is commitment based on identification and
involvement with an organization.
• Continuance commitment is commitment based on the costs that would
be incurred in leaving an organization.
• Normative commitment is commitment based on ideology or a feeling of
obligation to an organization.

Key Contributors to Organizational Commitment

The best predictor of affective commitment is interesting, satisfying work
of the type found in enriched jobs. Role clarity and and having one’s
expectations met after being hired also contribute to affective commitment.
Continuance commitment increases with the length of time an employee
spends in an organization and when leaving an organization will result in
personal sacrifice or the perception that good alternative employment is
lacking. Building up ―side bets‖ or being integrated into the community
where the firm is located can lock employees into organizations even
though they would rather go elsewhere. Normative commitment can be
fostered by benefits that build a sense of obligation or loyalty to the
organization such as tuition reimbursements. Strong identification with an
organization’s product or service can also foster normative commitment as
well as certain socialization practices.

Consequences of Organizational Commitment

There are a number of consequences of commitment. There is evidence
that all forms of commitment reduce turnover intentions and actual
turnover. Affective commitment is positively related to performance, but
continuance commitment is negatively related to performance. An
especially bad combination for both the employee and the organization is
high continuance commitment coupled with low affective commitment. A
downside to organizational commitment is that very high levels of
commitment can also conflicts between work family life and work-life.
High levels of commitment have also been implicated in unethical and
illegal behaviour. High levels of commitment to a particular form or style
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of organization can cause a lack of innovation and lead to resistance when
a change in the culture is necessary.

Changes in the Workplace and Employee Commitment

John Meyer, Natalie Allen, and Laryssa Topolnytsky have suggested that
changes in the workplace can impact employee commitment in three main
areas: Changes in the nature of employees’ commitment to the
organization. Changes in the workplace can have an impact on all three
types of organizational commitment causing them to increase or decrease.
Maintaining high levels of affective commitment will be particularly
challenging. Changes that are detrimental to employees’ well-being are
most likely to damage affective commitment.
Changes in the focus of employees’ commitment. The focus of employee
commitment might change and can include entities within the organization
as well as entities outside of the organization such as one’s occupation,
career, and union. As organizations increase in size, employees are likely
to shift their commitment to smaller organizational units.
Changes that threaten employees’ future in the organization might also
result in a shift in commitment to entities outside the organization. The
multiplicity of employer-employee relationships within organizations.
Organizations need to be flexible enough to shrink or expand their
workforce as they attempt to cope and adapt to rapid change. They also
need a workforce that is flexible enough to get any job done.
This creates a conflict as employees without job security may not be as
flexible as the organization would like or have strong affective
commitment. One solution is for the organization to have a group of core
employees who perform key operations and whose affective commitment
is fostered. Other employee groups might consist of contractual
arrangements or individuals hired on a temporary basis who do not perform
core tasks and whose commitment to the organization is not as important.

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