Chapter 3

Values, Attitudes,
and Job Satisfaction

ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O N
© 2005 Prentice Hall Inc. WWW.PRENHALL.COM/ROBBINS PowerPoint
PowerPoint Presentation
Presentation
All rights reserved. by
by Charlie
Charlie Cook
Cook
 Values
Values
Values
Values are a culture's standard for discerning what
is good and just in society

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

© 2005 Prentice Hall Inc. All rights reserved. 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.

© 2005 Prentice Hall Inc. All rights reserved. 3–3

Hofstede studied people who worked for IBM in more
than 50 countries. Initially, he identified four
dimensions that could distinguish one culture from
another. Later, he added fifth and sixth dimensions, in
cooperation with Drs Michael H. Bond and Michael
Minkov. These are:
1. Power Distance Index (high versus low).
2. Individualism Versus Collectivism.
3. Masculinity Versus Femininity.
4. Uncertainty Avoidance Index (high versus low).
5. Long- Versus Short-Term Orientation.
6. Indulgence Versus Restraint.

© 2005 Prentice Hall Inc. All rights reserved. 3–4

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

Terminal Values
Terminal values are the goals in life that are
desirable states of existence. Examples of terminal
values include family security, freedom, and
equality .

Instrumental Values
Preferable modes of behavior or means of achieving
one’s terminal values. Examples of instrumental
values include being honest, independent,
intellectual, and logical.
© 2005 Prentice Hall Inc. All rights reserved. 3–5
 Hofstede’s
Hofstede’s Framework
Framework for
forAssessing
Assessing Cultures
Cultures

Power Distance
This refers to the degree of inequality that exists –
and is accepted – between people with and without
power.
low distance: relatively equal distribution
high distance: extremely unequal distribution

© 2005 Prentice Hall Inc. All rights reserved. 3–6

 Masculinity
Masculinity Versus
Versus Femininity 
Femininity 
This refers to the distribution of roles between men and
women. In masculine societies, the roles of men and
women overlap less, and men are expected to behave
assertively. Demonstrating your success, and being
strong and fast, are seen as positive characteristics.

In feminine societies, however, there is a great deal of

overlap between male and female roles, and
modesty is perceived as a virtue. Greater
importance is placed on good relationships with your
direct supervisors, or working with people who
cooperate well with one another.

© 2005 Prentice Hall Inc. All rights reserved. 3–7

 Hofstede’s
Hofstede’s Framework
Framework (cont’d)
(cont’d)
Individualism Collectivism
The degree to which A tight social framework in
people prefer to act as which people expect
individuals rather than others in groups of which
a member of groups. they are a part to look
after them and protect
them.

© 2005 Prentice Hall Inc. All rights reserved. 3–8

 Hofstede’s
Hofstede’s Framework
Framework (cont’d)
(cont’d)

Achievement
The extent to which societal values are
characterized by assertiveness, materialism and
competition.

Nurturing
The extent to which societal values emphasize
relationships and concern for others.

© 2005 Prentice Hall Inc. All rights reserved. 3–9

 Hofstede’s
Hofstede’s Framework
Framework (cont’d)
(cont’d)

Uncertainty Avoidance
The extent to which a society feels threatened by
uncertain and ambiguous situations and tries to
avoid them.

© 2005 Prentice Hall Inc. All rights reserved. 3–10

 Hofstede’s
Hofstede’s Framework
Framework (cont’d)
(cont’d)
Long-term Orientation
A national culture attribute that emphasizes the
future, thrift, and persistence.

Short-term Orientation
A national culture attribute that emphasizes the
past and present, respect for tradition, and fulfilling
social obligations.

© 2005 Prentice Hall Inc. All rights reserved. 3–11

 Attitudes
Attitudes

Attitudes Cognitive component

The opinion or belief segment
An attitude refers of an attitude.
to a set of
emotions, beliefs,
and behaviors Affective Component
toward a particular The emotional or feeling segment
object, person,
of an attitude.
thing, or event.
Attitudes are often
the result of Behavioral Component
experience or An intention to behave in a certain
upbringing, and
way toward someone or something.
they can have a
powerful influence
over behavior.
© 2005 Prentice Hall Inc. All rights reserved. 3–12
 Types
Types of
ofAttitudes
Attitudes

Job Satisfaction
A collection of positive and/or negative feelings that
an individual holds toward his or her job.

Job Involvement
Identifying with the job, actively participating in it,
and considering performance important to self-worth.

Organizational Commitment
Identifying with a particular organization and its
goals, and wishing to maintain membership in the
organization.
© 2005 Prentice Hall Inc. All rights reserved. 3–13
 The
The Theory
Theory of
of Cognitive
Cognitive Dissonance
Dissonance

Cognitive Dissonance
Any incompatibility between two or more attitudes
or between behavior and attitudes.

Desire
Desireto
toreduce
reducedissonance
dissonance
• •Importance
Importanceofofelements
elementscreating
creatingdissonance
dissonance
• •Degree
Degreeof
ofindividual
individualinfluence
influenceover
overelements
elements
• •Rewards
Rewardsinvolved
involvedinindissonance
dissonance

© 2005 Prentice Hall Inc. All rights reserved. 3–14

 Measuring
Measuring the
theA-B
A-B Relationship
Relationship
 Recent research indicates that attitudes (A)
significantly predict behaviors (B) when
moderating variables are taken into account.

Moderating
ModeratingVariables
Variables
• •Importance
Importanceof ofthe
theattitude
attitude
• •Specificity
Specificityof
ofthe
theattitude
attitude
• •Accessibility
Accessibilityof
ofthe
theattitude
attitude
• •Social
Socialpressures
pressureson onthe
theindividual
individual
• •Direct
Directexperience
experiencewith
withthe
theattitude
attitude

© 2005 Prentice Hall Inc. All rights reserved. 3–15

 Self-Perception
Self-Perception Theory
Theory

Attitudes are used after the fact to make sense

out of an action that has already occurred.

© 2005 Prentice Hall Inc. All rights reserved. 3–16

 Job
Job Satisfaction
Satisfaction
 Measuring Job Satisfaction
– Single global rating
– Summation score
 How Satisfied Are People in Their Jobs?
– Job satisfaction declined to 50.4% in 2002
– Decline attributed to:
• Pressures to increase productivity and meet tighter
deadlines
• Less control over work

© 2005 Prentice Hall Inc. All rights reserved. 3–17

 The
The Effect
Effect of
of Job
Job Satisfaction
Satisfaction on
on Employee
Employee
Performance
Performance
 Satisfaction and Productivity
– Satisfied workers aren’t necessarily more productive.
– Worker productivity is higher in organizations with
more satisfied workers.
 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.

© 2005 Prentice Hall Inc. All rights reserved. 3–18

 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.

© 2005 Prentice Hall Inc. All rights reserved. 3–19

 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.

© 2005 Prentice Hall Inc. All rights reserved. 3–20

 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.
 Dissatisfied customers increase employee job
dissatisfaction.

© 2005 Prentice Hall Inc. All rights reserved. 3–21