Values,

Values, Attitudes,
Attitudes, and
and Job
Job Satisfaction
Satisfaction

3–1
Values
Values
Values
Specific mode of conduct or end-state of existence
is personally or socially preferable .
A broad tendency to prefer certain state of affairs
over others , are very general emotional
orientations.

Value System
A hierarchy based on a ranking of an individual’s
values in terms of their intensity.

3–2
Importance
Importance of
of Values
Values

 Provide understanding of the attitudes,

motivation, and behaviors of individuals and
cultures.
 Influence our perception of the world around us.
 Represent interpretations of “right” and “wrong.”
 Imply that some behaviors or outcomes are
preferred over others.

3–3
Types
Types of
of Values
Values –-
–- Rokeach
Rokeach Value
Value Survey
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.

3–4
 Contemporary
Contemporary Work
Work Cohorts
Cohorts
Dominant
Dominant Work
Work Values
Values in
in today’s
today’s work
work force.
force.
Cohort Entered the Approximate Dominant Work Values
workforce Current Age.
Veterans 1950s or early 65+ Hardworking, conservative,
1960s loyalty to the organization.
Boomers 1965-1985 Mid 40s to Success , achievement,
mid60s ambition, dislike of authority,
Loyalty to career.
Xers 1985-2000 Late20s to Work/life balance,team
early 40s oriented, dislike of rules,
loyalty to relationships.
Nexters 2000 to present Under 30 Confident, financial success,
self-reliant but team oriented,
loyalty to both self and
relationship.

3–5
Values,
Values, Loyalty
Loyalty and
and Ethical
Ethical Behavior.
Behavior.
 Values Across cultures:

1. Hofstede’s Framework for assessing culture:

 Power Distance
 Individualism vs Collectivism
 Quantity of life vs Quality of life
 Uncertainty Avoidance
 Long term vs Short term orientation.

3–6
The
The GLOBE
GLOBE Framework
Framework for
for Assessing
Assessing Culture
Culture
 Assertiveness
 Future orientation
 Gender differentiation
 Uncertainty Avoidance
 Power distance
 Individualism/ Collectivism
 In-group collectivism
 Performance orientation
 Human orientation
Implications for OB: contingency approach
Consider cultural values when understanding
behavior of people.
3–7
Attitudes
Attitudes

Attitudes Cognitive component

The opinion or belief segment
Evaluative of an attitude.
statements or
judgments Affective Component
concerning The emotional or feeling segment
objects, of an attitude.
people, or
events. Behavioral Component
An intention to behave in a certain
way toward someone or something.

3–8
Types
Types of
of Attitudes
Attitudes

Job Satisfaction

Job Involvement

Organizational Commitment
Affective commitment
Continuance commitment
Normative commitment 3–9
Attitude
Attitude and
and Consistency
Consistency
 Cognitive Dissonance Theory

Desire to reduce dissonance can be determined by

the importance of the element creating it , degree
of influence the individual believes he has over
the elements and reward for dissonance.

3–10
An
An Application:
Application: Attitude
Attitude Surveys
Surveys

Attitude Surveys
Eliciting responses from employees through
questionnaires about how they feel about their jobs,
work groups, supervisors, and the organization.

3–11
Attitudes
Attitudes and
and Workforce
Workforce Diversity
Diversity
 Training activities that can reshape employee
attitudes concerning diversity:
– Participating in diversity training that provides for self-
evaluation and group discussions.
– Volunteer work in community and social serve centers
with individuals of diverse backgrounds.

3–12
Job
Job Satisfaction
Satisfaction
 Measuring Job Satisfaction
– Single global rating
– Summation score

 What determines job satisfaction

Mentally challenging work, equitable rewards, supportive
Work conditions and colleagues, harmonious cooperation
Between employees and management, empowerment.

3–13
The
The Effect
Effect of
of Job
Job Satisfaction
Satisfaction on
on Employee
Employee
Performance
Performance
 Satisfaction and Job Performance
– Organizations with more satisfied workers tend to be
more effective than organizations with fewer satisfied
empolyees.
 Satisfaction and Absenteeism
– Satisfied employees have fewer avoidable absences.
 Satisfaction and Turnover
– Satisfied employees are less likely to quit.
– Organizations take actions to retain high performers
and to weed out lower performers.

3–14
How
How Employees
Employees Can
Can Express
Express Dissatisfaction
Dissatisfaction

Exit Voice
Behavior directed toward Active and constructive
leaving the organization. attempts to improve
conditions.

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

3–15
Job
Job Satisfaction
Satisfaction and
and OCB
OCB
 Satisfaction and Organizational Citizenship
Behavior (OCB)
– Satisfied employees who feel fairly treated by and are
trusting of the organization are more willing to engage
in behaviors that go beyond the normal expectations of
their job.

3–16
Job
Job Satisfaction
Satisfaction and
and Customer
Customer Satisfaction
Satisfaction
 Satisfied employees increase customer
satisfaction because:
– They are more friendly, upbeat, and responsive.
– They are less likely to turnover which helps build long-
term customer relationships.
– They are experienced.

3–17