Professional Documents
Culture Documents
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 Presentation
All rights reserved. by Charlie Cook
Values
Values
Values
Basic convictions that a specific mode of conduct or
end-state of existence is personally or socially
preferable to an opposite or converse mode of
conduct or end-state of existence.
Value System
A hierarchy based on a ranking of an individual’s
values in terms of their intensity.
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.
Power Distance
The extent to which a society accepts that power in
institutions and organizations is distributed
unequally.
low distance: relatively equal distribution
high distance: extremely unequal distribution
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.
Uncertainty Avoidance
The extent to which a society feels threatened by
uncertain and ambiguous situations and tries to
avoid them.
Short-term Orientation
A national culture attribute that emphasizes the
past and present, respect for tradition, and fulfilling
social obligations.
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. 3–11
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
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
Attitude Surveys
Eliciting responses from employees through
questionnaires about how they feel about their jobs,
work groups, supervisors, and the organization.
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.