eleventh organizational ior editi on behav stephen p robbins Chapter 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 © 2005 Prentice Hall Inc All rights reserved E D I T I O N WWW PRE N HALL C OM / ROB BI N S PowerPoint Presentation by Charlie Cook OBJECTIVES LEARNING After studying this chapter, you should be able to: Contrast terminal and instrumental values List the dominant values in today’s workforce Identify the five value dimensions of national culture Contrast the three components of an attitude Summarize the relationship between attitudes and behavior Identify the role consistency plays in attitudes © 2005 Prentice Hall Inc All rights reserved 3–3 State the relationship between job satisfaction and behavior Identify four employee responses to dissatisfaction LEARNING O B J E C T I V E S (cont’d) After studying this chapter, you should be able to: © 2005 Prentice Hall Inc All rights reserved 3–4 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 2005 theirPrentice intensity © Hall Inc All rights reserved 3–5 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 3–6 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 © 2005 Prentice Hall Inc All rights reserved 3–7 Values Valuesin in the the Rokeach Rokeach Survey Survey © 2005 Prentice Hall Inc All rights reserved Source: M Rokeach, The Nature of Human Values (New York: The Free Press, 1973) E X H I B I T 3–1 E X H I B I T 3–1 3–8 Values Valuesin in the the Rokeach Rokeach Survey Survey (cont’d) (cont’d) © 2005 Prentice Hall Inc All rights reserved Source: M Rokeach, The Nature of Human Values (New York: The Free Press, 1973) E X H I B I T 3–1 (cont’d) E X H I B I T 3–1 (cont’d) 3–9 Mean MeanValue ValueRankings Rankingsof of Executives, Executives,Union Union Members, Members,and andActivists Activists © 2005 Prentice Hall Inc All rights reserved Source: Based on W C Frederick and J Weber, “The Values of Corporate Managers and Their Critics: An Empirical Description and Normative Implications,” in W C Frederick and L E Preston (eds.) Business Ethics: Research Issues and Empirical Studies (Greenwich, CT: JAI Press, 1990), pp 123–44 3– 10 E X H I B I T 3–2 E X H I B I T 3–2 The The GLOBE GLOBE Framework Framework for for Assessing Assessing Cultures Cultures ••Assertiveness Assertiveness ••Future FutureOrientation Orientation ••Gender Genderdifferentiation differentiation ••Uncertainty Uncertaintyavoidance avoidance ••Power Powerdistance distance ••Individual/collectivism Individual/collectivism ••In-group In-groupcollectivism collectivism ••Performance Performanceorientation orientation ••Humane Humaneorientation orientation © 2005 Prentice Hall Inc All rights reserved Source: M Javidan and R J House, “Cultural Acumen for the Global Manager: Lessons from Project GLOBE,” Organizational Dynamics, Spring 2001, pp 289–305 3– 18 E X H I B I T 3–4 E X H I B I T 3–4 Attitudes Attitudes Attitudes Evaluative statements or judgments concerning objects, people, or events Cognitive component The opinion or belief segment of an attitude Affective Component The emotional or feeling segment of an attitude Behavioral Component An intention to behave in a certain way toward someone or something © 2005 Prentice Hall Inc All rights reserved 3– 19 Types Types of of Attitudes 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 3– All rights reserved 20 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 Importanceof ofelements elementscreating creatingdissonance dissonance • •Degree Degreeof ofindividual individualinfluence influenceover overelements elements • •Rewards Rewardsinvolved involvedinindissonance dissonance © 2005 Prentice Hall Inc All rights reserved 3– 21 Measuring Measuring the the A-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– 22 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– 23 An AnApplication: 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 © 2005 Prentice Hall Inc All rights reserved 3– 24 Sample Sample Attitude Attitude Survey Survey © 2005 Prentice Hall Inc All rights reserved 3– 25 Attitudes Attitudes and and Workforce Workforce Diversity Diversity Training activities that can reshape employee attitudes concerning diversity: – Participating in diversity training that provides for selfevaluation and group discussions – Volunteer work in community and social serve centers with individuals of diverse backgrounds – Exploring print and visual media that recount and portray diversity issues © 2005 Prentice Hall Inc All rights reserved 3– 26 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– 27 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– 28 How How Employees Employees Can Can Express Express Dissatisfaction Dissatisfaction Exit Voice Behavior directed toward leaving the organization Active and constructive attempts to improve conditions Loyalty Neglect Passively waiting for conditions to improve Allowing conditions to worsen © 2005 Prentice Hall Inc All rights reserved 3– 29 Responses Responses to to Job Job Dissatisfaction Dissatisfaction © 2005 Prentice Hall Inc All rights reserved Source: C Rusbult and D Lowery, “When Bureaucrats Get the Blues,” Journal of Applied Social Psychology 15, no 1, 1985:83 Reprinted with permission 3– 30 E X H I B I T 3–5 E X H I B I T 3–5 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– 31 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 longterm customer relationships – They are experienced Dissatisfied customers increase employee job dissatisfaction © 2005 Prentice Hall Inc All rights reserved 3– 32 [...]... 3– 26 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– 27 The The Effect Effect of of Job Job Satisfaction...Dominant Dominant Work Work Values Values in in Today’s Today’s Workforce Workforce © 2005 Prentice Hall Inc All rights reserved 3– 11 E X H I B I T 3–3 E X H I B I T 3–3 Values, Values, Loyalty, Loyalty,and and Ethical Ethical Behavior Behavior Ethical Values and Behaviors of Leaders © 2005 Prentice Hall Inc Ethical Climate in Ethical Climate... certain way toward someone or something © 2005 Prentice Hall Inc All rights reserved 3– 19 Types Types of of Attitudes 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... Hall Inc All rights reserved 3– 29 Responses Responses to to Job Job Dissatisfaction Dissatisfaction © 2005 Prentice Hall Inc All rights reserved Source: C Rusbult and D Lowery, “When Bureaucrats Get the Blues,” Journal of Applied Social Psychology 15, no 1, 1985:83 Reprinted with permission 3– 30 E X H I B I T 3–5 E X H I B I T 3–5 Job Job Satisfaction Satisfaction and and OCB OCB Satisfaction and... 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– 31 Job Job Satisfaction Satisfaction and and Customer Customer Satisfaction Satisfaction Satisfied employees increase customer satisfaction because: – They are more friendly, upbeat,... Prentice Hall Inc All rights reserved 3– 14 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– 15 Hofstede’s Hofstede’s Framework Framework... Inc All rights reserved 3– 23 An AnApplication: 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 © 2005 Prentice Hall Inc All rights reserved 3– 24 Sample Sample Attitude Attitude Survey Survey © 2005 Prentice Hall Inc All rights reserved 3– 25... – They are more friendly, upbeat, and responsive – They are less likely to turnover which helps build longterm customer relationships – They are experienced Dissatisfied customers increase employee job dissatisfaction © 2005 Prentice Hall Inc All rights reserved 3– 32