Values Values Value System

Slides:



Advertisements
Similar presentations
Values, Attitudes and Job Satisfaction , and its effects at workplace
Advertisements

Attitudes Cognitive component The opinion or belief segment of an attitude. Attitudes Evaluative statements or judgments concerning objects, people, or.
ORGANIZATIONAL BEHAVIOR
What Is Organizational Culture?
Learning Objectives Contrast the three components of an attitude.
Chapter Learning Objectives
Welcome to this Session
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 W W W. P R E N H A L L. C O M / R O B B I N S © 2005 Prentice Hall.
Chapter 4 Copyright 2006, Vandeveer, Menefee, Sinclair1 Learning Outcomes – Values and Attitudes Recognize the need for studying values Describe the differences.
O r g a n i z a t i o n a l b e h a v i o r e l e v e n t h e d i t i o n.
Attitudes Attitudes Cognitive Component Affective Component
Challenges and Opportunities for OB
Chapter Learning Objectives
MBA 204 – Week 2 Welcome back! Please let me know if you were not here last week Were you able to buy the book? Have you gone to the website to download.
©Prentice Hall, 2001Chapter 31 Values, Attitudes, and Job Satisfaction.
ORGANIZATIONAL BEHAVIOR W W W. P R E N H A L L. C O M / R O B B I N S.
ORGANIZATIONAL BEHAVIOR W W W. P R E N H A L L. C O M / R O B B I N S.
MGT 321: Organizational Behavior
9. Job Satisfaction & Organizational Commitment By Emily Gung PSY 5800, Dr. Merwin April 20, 2005 “Philosophy is a study that lets us be unhappy more intelligently.”
Attitude.
Attitudes and Job Satisfaction
Values, Attitudes & Job Satisfaction
Parts taken from Human Behavior 2ed Chapter 4 Values and Attitudes.
Attitudes Session 7.
Introduction to Management LECTURE 26: Introduction to Management MGT
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 W W W. P R E N H A L L. C O M / R O B B I N S © 2005 Prentice Hall.
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 W W W. P R E N H A L L. C O M / R O B B I N S © 2005 Prentice Hall.
1 Dr. Fred Mugambi Mwirigi JKUAT Sunday, October 18,
1 ORGANIZATIONAL BEHAVIOR STEPHEN P. ROBBINS Chapter 3 Attitudes and Job Satisfaction Reporter: Yen-Jen Angela Chen 2007/09/20.
1 Chapter 3 Attitudes and Job Satisfaction MRS. Shefa EL Sagga. 9/2/2011 OB.
Organizational Behavior Lecture 3 Dr. Amna Yousaf PhD (HRM) University of Twente, the Netherlands.
Kelli J. Schutte William Jewell College Robbins & Judge Organizational Behavior 14th Edition Copyright © 2011 Pearson Education, Inc. publishing as Prentice.
What is Personality? Personality The sum total of ways in which an individual reacts and interacts with others. Personality Determinants Heredity Environment.
Emotions, Attitudes & Job Satisfaction
© 2007 Prentice Hall Inc. All rights reserved. Attitudes and Job Satisfaction Chapter THREE.
Attitudes and Job Satisfaction Chapter THREE. Attitudes Evaluative statements or judgments concerning objects, people, or events Affective Component The.
ORBChapter 31 ORGANIZATIONAL BEHAVIOR Chapter 3 Attitudes & Job Satisfaction.
Kelli J. Schutte William Jewell College Robbins & Judge Organizational Behavior 14th Edition Copyright © 2011 Pearson Education, Inc. publishing as Prentice.
Organizational Behaviour Dave Ludwick, P.Eng, MBA, PMP Chapter 3 Values, Attitudes and their Effects.
ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S W W W. P R E N H A L L. C O M / R O B B I N S T E N T H E D I T I O N © 2003 Prentice Hall Inc.
Chapter 4 Value, Attitude and Job Satisfation. Objective: 2 Framework of national and cultural values Contemporary work cohort The concept and types of.
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 W W W. P R E N H A L L. C O M / R O B B I N S © 2005 Prentice Hall.
Organizational Behavior 15th Ed
Chapter 3 Attitudes, and Job Satisfaction TWELFTH EDITION
© 2007 Prentice Hall Inc. All rights reserved. Attitudes and Job Satisfaction Robbins & Judge 12 th Ed Chapter THREE.
© 2007 Prentice Hall Inc. All rights reserved. Attitudes and Job Satisfaction Chapter Four.
Organizational Behavior (MGT-502) Lecture-7. Summary of Lecture-6.
Kelli J. Schutte William Jewell College Robbins, Judge, and Vohra Organizational Behavior 15th Edition Copyright © 2014 Dorling Kindersley (India) Pvt.
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 W W W. P R E N H A L L. C O M / R O B B I N S © 2005 Prentice Hall.
VALUES AND ATTITUDES.
What is Personality? Personality
By: Prof. Dr. M. Zia-ur-Rehman,
HND - 3. Attitudes & Job satisfaction
Values, Attitudes & Job Satisfaction
Lecture on Attitudes and Job Satisfaction
Organizational Behavior Lecturer: Sharon Porter Class 3
Attitudes, and Job Satisfaction
Attitudes and Job Satisfaction
E + R = O Event + Response = Outcome Formula for your life E + R = O Event + Response = Outcome.
Organizational Behavior BBA & MBA
Attitudes, and Job Satisfaction
Values, Attitudes, and Job Satisfaction
Organisational Behaviour
Attitudes and Job Satisfaction
Review: Key Concepts, Part 1.
Attitudes and Job Satisfaction
Attitudes and Job Satisfaction
Presentation transcript:

Values, Attitudes, and Job Satisfaction Chapter # 5 Values, Attitudes, and Job Satisfaction

Values Values Value System 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.

Importance of 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.

Types of Values –- Rokeach Value 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.

Values in the Rokeach Survey

Values in the Rokeach Survey (cont’d)

Mean Value Rankings of Executives, Union Members, and Activists

Values, Loyalty, and Ethical Behavior Ethical Climate in the Organization Ethical Values and Behaviors of Leaders

Hofstede’s Framework for Assessing Cultures 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

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

Hofstede’s Framework (cont’d) Achievement The extent to which societal values are characterized by assertiveness, materialism and competition. Nurturing(Promotion) The extent to which societal values emphasize relationships and concern for others.

Hofstede’s Framework (cont’d) Uncertainty Avoidance The extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them.

Hofstede’s Framework (cont’d) Long-term Orientation A national culture attribute that emphasizes the future, thrift, and persistence.(determination) Short-term Orientation A national culture attribute that emphasizes the past and present, respect for tradition, and fulfilling social obligations.

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

Types of 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.

Self-Perception Theory Attitudes are used after the fact to make sense out of an action that has already occurred.

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

Attitudes and Workforce 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. Exploring print and visual media that recount and portray diversity issues.

Job Satisfaction Measuring Job Satisfaction Single global rating Asking individuals to respond to one question such as all. Reply by circling a number 1-5 to answer “highly satisfied "to “highly dissatisfied”. Summation score It identifies key elements in a job and ask for the employee’s feelings. 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.

The Effect of Job Satisfaction on Employee 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.

How Employees Can Express Dissatisfaction Exit Behavior directed toward leaving the organization. Voice Active and constructive attempts to improve conditions. Loyalty Passively waiting for conditions to improve. Neglect Allowing conditions to worsen.

Responses to Job Dissatisfaction

Job Satisfaction and 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.

Job Satisfaction and Customer 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.