1. VALUES AND ATTITUDES

2. VALUES
DEFINITION
concepts or beliefs that guide how we make decisions about and evaluations of behaviours and events.
Values tend to be relatively stable and enduring.
Mostly formed during early years through socialization.

3. ROKEACH VALUE SURVEY
Milton Rokeach classified the values that people hold into two sets, with each set containing 18 individual value items.
Terminal Values - these are the goals that individuals would like to achieve during their lifetime, such as a comfortable life, or happiness.
Instrumental Values - preferable ways of behaving, such as being courageous or helpful.

4. ETHICAL VALUES
Ethics is the study of moral values or principles that guide our behaviour and inform us whether actions are right or wrong.
Kent Hodgson has identified seven general moral principles for decision making about behaviour:
Dignity of human life. The lives of people are to be respected.
Autonomy. All persons are intrinsically valuable and have the right to self-determination.
Honesty. The truth should be told to those who have a right to know it.

5. Loyalty. Promises, contracts, and commitments should be honoured.
Fairness. People should be treated justly.
Humaneness. Our actions ought to accomplish good, and we should avoid doing evil.
The common good. Actions should accomplish the greatest good for the greatest number of people.

6. CULTURAL VALUES
Managers have to become capable of working with people from different cultures.
It is important to understand how values differ across cultures.
Geert Hofstede approaches for analyzing variations among cultures is widely used.
He surveyed more than IBM employees in 40 countries about their work-related values.

8. ATTITUDES
DEFINITION
Positive or negative feelings about objects, people, or events.
Attitudes are thus judgment responses to situations. E.g. ‘I like my job/I do not like my boss’.
In organizations, attitudes are important because they affect job behaviour.
Employees may be negatively affected by the attitudes of their co-workers or clients.

9. ATTITUDE AND PERFORMANCE
Two important attitudes that affect organizational performance:
Job Satisfaction
Organizational commitment

10. JOB SATISFACTION
An individual’s general attitude toward his or her job.
High level of job satisfaction leads to positive attitude towards the job.
Job dissatisfaction leads to negative attitude towards the job.

11. Factors conducive to Job Satisfaction:
Mentally challenging work - People prefer jobs that give them opportunities to use their skills and abilities and offer a variety of tasks, freedom, and feedback on how well they are doing.
Equitable rewards - Employees want pay systems and promotion policies that they perceive as just, unambiguous, and in line with their expectations.

12. Supportive working conditions - Employees want work environments that support personal comfort and good job performance.
Supportive colleagues - People get more out of work than merely money or tangible achievements

13. Job Satisfaction: Expression of Dissatisfaction
Employees express dissatisfaction in various ways:
• Exit. Actively attempting to leave the organization, including looking for a new position as well as resigning. This is a destructive action from the point of view of the organization.
• Voice. Actively and constructively trying to improve conditions, including suggesting improvements, discussing problems with superiors, and some forms of union activity.

14. Job Satisfaction: Expression of Dissatisfaction
• Loyalty. Passively but optimistically waiting for conditions to improve, including speaking up for the organization in the face of external criticism and trusting the organization and its management to do the right thing.
• Neglect. Passively allowing conditions to worsen, including chronic absenteeism or lateness, reduced effort, and increased error rate.

15. Organisational Commitment
Definition:
State in which an employee identifies with a particular organization and its goals, and wishes to maintain membership in the organization.

16. Organisational Commitment
three types of commitment:
• Affective commitment. An individual’s relationship to the organization: his or her emotional attachment to, identification with, and involvement in the organization.
• Normative commitment. The obligation an individual feels to staying with the organization.
• Continuance commitment. An individual’s calculation that it is in his or her best interest to stay with the organization based on the perceived costs of leaving the organization.

17. Organisational Commitment
Affective commitment is strongly associated with positive work behaviours such as performance, attendance, and citizenship.
Normative commitment is less strongly associated with positive work behaviours.
However, when affective and normative commitment decline, individuals are much more likely to quit their jobs.

18. Organisational Commitment