1. Chapter 3 Values, Attitudes, Moods, and Emotions
The Nature of Values
One’s personal convictions about what one should strive for in life and how one should behave
While there are multiple values, work values and ethical values are the two most related to organizational behavior.
Work values are employee’s personal convictions about what outcomes one should expect from work and how one should behave at work.
Ethical values are one’s personal convictions about what is right and wrong.
Outcomes that employees might expect from work include a comfortable existence, family security, and a sense of accomplishment. Ways that people think they should behave at work include being ambitious, imaginative, obedient, self-controlled, and respectful of others. Work values are general and long-lasting feelings and beliefs.
Work values reflect what people are trying to achieve through and at work.
Work values generally fall into two categories: extrinsic and intrinsic.
Ethical values help employees decide on the right and proper course of action and guide decision-making and behavior.

2. Figure 3.1 Values in the Workplace
Types of Values
Work Values
Ethical Values
Intrinsic
Work
Values
Extrinsic
Justice
Utilitarian
Moral
Rights
This figure illustrates the types of work values and ethical values that relate to the workplace.

3. Table 3.1 A Comparison of Intrinsic and Extrinsic Work Values
Intrinsic Values
Interesting work
Challenging work
Learning new things
Making important contributions
Responsibility and autonomy
Being creative
Extrinsic Values
High pay
Job security
Job benefits
Status in wider community
Social contacts
Time with family
Time for hobbies
Intrinsic work values are values that are related to the nature of work itself. Employees with strong intrinsic values will want jobs that use their skills and abilities.
Extrinsic work values are those that relate to the consequences of work. Those who primarily value work as a means of earning money and providing economic security have extrinsic work values.

4. Outcome Expectations and Work
Comfortable existence
Family security
Sense of accomplishment
Self-respect
Social recognition
Exciting Life
While outcome expectations from work vary from employee to employee, this is a list of some possible expectations.

5. Ethical Values
One’s personal convictions about what is right and wrong
Utilitarian
People develop their own individual ethical values over time based on influences from family, peers, religious institutions, schooling, and other groups. As employees, these ethical values guide their behavior in the workplace.
Groups of employees or people holding certain kinds of jobs or professions develop what are called professional ethics.
There are three types of ethical values.
Utilitarian values mean that the decisions should produce the greatest good for the greatest number of people.
Moral rights values mean that the decisions should protect the fundamental rights and privileges of those affected.
Justice values mean that the decisions should allocate benefits and harms among those affected by the decision in a fair and equitable manner.
Moral Rights
Justice

6. Code of Ethics
Set of formal rules and standards, based on ethical values and beliefs about what is right and wrong, that employees can use to make appropriate decisions when the interests of other individuals or groups are at stake
Whistleblowers
Recent corporate scandals from companies such as WorldCom, Enron, Tyco, Adelphia, and ImClone have brought more attention to ethical decision making and codes of ethics.
The Managing Ethically insert addresses the failure of Enron’s code of ethics.
The Sarbannes-Oxley Act requires that organizations have ethics programs in place.
Whistleblowers are people who inform those in positions of authority of any wrongdoing, illegal behavior, or unethical behavior in an organization. A good point of discussion is the risks taken by whistleblowers.

7. Work Attitudes
Collections of feelings, beliefs, and thoughts about how to behave that people currently hold about their jobs and organizations
Job
Satisfaction
Organizational
Commitment
Work attitudes are more specific than values and not as long lasting. The way people experience their jobs and an organization often changes over time.
Work attitudes are made up of three components: affective, cognitive, and behavioral. The affective component is the employee’s feelings. The cognitive component is the employee’s beliefs. The behavioral component is the employee’s thoughts about how to behave in his or her job.
Two specific work attitudes of concern to organizations are job satisfaction and organizational commitment.
Job satisfaction is the collection of feelings and beliefs that people have about their current jobs.
Organizational commitment is the collection of feelings and beliefs that people have about their organizations as a whole.

8. Figure 3.2 Components of Work Attitudes
Affective Component
Cognitive Component
Work Attitudes
Work attitudes are made up of three components: affective, cognitive, and behavioral. The affective component is the employee’s feelings. The cognitive component is the employee’s beliefs. The behavioral component is the employee’s thoughts about how to behave in his or her job.
Behavioral Component

9. Work Moods
How people feel at the time they actually perform their jobs.
More transitory than values and attitudes.
Determining factors:
Personality
Work situation
Circumstances outside of work
Work moods change from hour to hour, day to day, and sometimes minute to minute.
Ask students to think about how their moods have varied since they woke up and how their moods differ from yesterday to today. Ask them how their mood affects their ability to perform in class.
Moods can be categorized as positive or negative.
Employees who are high on the personality trait of positive affectivity are more likely than other employees to experience positive moods at work and employees who are high on the trait of negative affectivity.

10. Work Moods Positive Excited Enthusiastic Active Strong Peppy Elated
Negative
Distressed
Fearful
Scornful
Hostile
Jittery
Nervous
Employees in positive moods at work are more likely to be helpful to each other and may be less likely to be absent from work.

11. Emotions
Intense, short-lived feelings that are linked to specific cause or antecedent
Emotions can feed into moods
Emotional labor
It is important for employees to control their expression of certain emotions. The work it takes to control emotions on the job is called emotional labor.

12. Emotional Labor Display Rules Feeling Rules Expression Rules
Emotional labor is governed by display rules. Display rules include feeling rules and expression rules. Feeling rules let employees know what feelings are appropriate in different situations. Expression rules dictate how those feelings can be expressed in different situations.
Employees who are high on emotional intelligence are likely to be better able to follow feeling and expression rules.
Emotional dissonance occurs when employees are expected to express feelings that are at odds with how the employees are actually feeling. Emotional dissonance can be a significant source of stress for employees.
Emotional labor is particularly strenuous in customer service situations.

13. Figure 3.3 Relationships Between Values, Attitudes, Moods, and Emotions
(most stable)
Attitudes
(moderately stable)
Moods
and Emotions
(most changing)
Each has the ability and potential to affect the other two.

14. Figure 3.4 Determinants of Job Satisfaction
Work
Situation
Personality
Values
Social
Influence
This figure depicts the four factors that affect the level of job satisfaction a person experiences: personality, values, the work situation, and social influence.
The next three slides describes these factors in depth.

15. Determinants of Job Satisfaction_1
Personality
Extroverts tend to have higher levels of job satisfaction than introverts
Values
Those with strong intrinsic work values is more likely than one with weak intrinsic work values to be satisfied with a job that is meaningful but requires long hours and offer poor pay
People’s personalities predispose them to choose certain kinds of jobs. Genetic factors account for 30% of the differences in levels of job satisfaction. 70% of the variation remains unexplained by personality.

16. Determinants of Job Satisfaction_2
Work Situation
tasks a person performs
people a jobholder interacts with
surroundings in which a person works
the way the organization treats the jobholder
The work situation is affected by many things including tasks, other people, the work environment, and the way a person is treated at work. Any aspect of the job and the employing organization is part of the work situation and can affect job satisfaction.

17. Determinants of Job Satisfaction_3
Social Influence: influence that individuals or groups have on a person’s attitudes and behavior
Coworkers
Family
Other reference groups (unions, religious groups, friends)
Culture
Reference groups and culture influence employees’ expectations for their jobs as well as employee attitudes.
Dr. Hazel Markus of the University of Michigan and Dr. Shinobu Kitayama of the University of Oregon asked Japanese and American students to describe themselves using what the researchers called the “who am I” scale. Americans tended to respond to the scale by describing personal characteristics such as being smart or athletic. Japanese students tended to describe themselves in terms of their roles such as being the second son or oldest child. This illustrates how culture influences our attitudes.

18. Theories of Job Satisfaction
The Facet Model
Herzberg’s Motivator-Hygiene Theory
The Discrepancy Model
The Steady-State Theory
Each theory of job satisfaction takes into account one or more of the four main determinants of job satisfaction (personality, values, the work situation, and social influence).

19. The Facet Model Satisfaction with job facets
Overall job satisfaction =  Satisfaction of each facet
The Facet Model focuses primarily on work situation factors by breaking a job into its component elements, or job facets, and looking at how satisfied workers are with each.
There are many possible facets. For instance, the extent to which an employing organization is family friendly is an important job facet for many employees.
Fortune magazine publishes a list of the 100 Best Companies to Work For each year.

20. Table 3.2 Job Facets Ability utilization Achievement Activity
Advancement
Authority
Company policies and practices
Compensation
Co-workers
Creativity
Independence
Moral values
Recognition
Responsibility
Security
Social service
Social status
Human relations supervision
Technical supervision
Variety
Working conditions
This is a list of possible job facets affecting job satisfaction. You may wish to ask students what job facets are important to them. Do the students name job facets that aren’t listed in Table 3.2?

21. Herzberg’s Motivator-Hygiene Theory of Job Satisfaction
Focuses on the effects of certain types of job facets
Everyone has two sets of needs or requirements
Motivator Needs
Hygiene Needs
According to Herzberg, an employee can experience job satisfaction and dissatisfaction at the same time. An employee can be satisfied because motivator needs are being met by having challenging work, but be dissatisfied because hygiene needs are not being met.
Motivator needs are associated with the actual work itself and how challenging it is. The related job facets are interest level of work, autonomy, and responsibility.
Hygiene needs are associated with the physical and psychological context in which the work is performed. The related job facets are physical working conditions, pay, and security.

22. Herzberg’s Motivator-Hygiene Theory
When motivator needs are met, workers will be satisfied; when these needs are not met, workers will not be satisfied.
When hygiene needs are met, workers will not be dissatisfied; when these needs are not met, workers will be dissatisfied.
Herzberg conducted studies to investigate the theory using the critical incidents technique. Using other methods, support was not found for the theory.

23. Figure 3.5 Two Views of Job Satisfaction
The traditional view of satisfaction views the construct as a continuum with satisfaction on one end and dissatisfaction at the other. However, Herzberg proposes that dissatisfaction and satisfaction are two separate dimensions.

24. The Discrepancy Model of Job Satisfaction
To determine how satisfied they are with their jobs, workers compare their job to some “ideal job.” This “ideal job” could be
What one thinks the job should be like
What one expected the job to be like
What one wants from a job
What one’s former job was like
Can be used in combination with the Facet Model.
According to the discrepancy model of job satisfaction, when employees’ expectations about their ideal job are high, and when these expectations are not met, employees will be dissatisfied. New college graduates may be particularly prone to having overly high expectations for their first jobs.

25. Determining Satisfaction with the Discrepancy and Facet Models
A) How much (enter job facet) do you currently have at your job?
B) How much (enter job facet) do you think your job should have?
The difference between A and B indicates the level of satisfaction with that facet
The differences are summed for an overall satisfaction score
Managers should ask employees what they want their jobs to be like. This information can help managers make meaningful changes to the work situation.

26. The Steady-State Theory of Job Satisfaction
Each worker has a typical or characteristic level of job satisfaction, called the steady state or equilibrium level.
Different situational factors or events at work may move a worker temporarily from this steady state, but the worker will eventually return to his or her equilibrium level.
The finding that job satisfaction tends to be stable over time supports the steady-state view. The influence of personality on job satisfaction is also consistent with the steady-state approach.
One implication is that improving the work situation may increase job satisfaction only temporarily. After a period of time, job satisfaction may return to former levels.
Some job facets may lead to longer-lasting changes than others.

27. Figure 3.6 Job Satisfaction as a Steady State

28. Consequences of Job (Dis)Satisfaction
Performance
Absenteeism
Turnover
Job satisfaction is not strongly related to job performance. At best, there is a very weak positive relationship.
Research indicates that work attitudes affect work behaviors only when employees are free to vary their behaviors and when an employee’s attitude is relevant to the behavior in question.
Absenteeism is important due to its cost to organizations.
Turnover is the permanent withdrawal of an employee from the employing organization. Job satisfaction shows a weak-to-moderate negative relationship to turnover. High job satisfaction leads to low turnover.
Absenteeism is a temporary form of withdrawal from the organization but turnover is permanent.

29. Table 3.3 Determinants of Absence from Work
Motivation to attend work is affected by
Job satisfaction
Organization’s absence policy
Other factors
Ability to attend work is affected by
Illness and accidents
Transportation problems
Family responsibilities
Richard Steers and Susan Rhodes provided a model of absenteeism that helps to explain why employees who are satisfied with their jobs are less likely to be absent.
They propose that employee attendance is a function not only of employees’ motivation to attend but also of their ability to attend. Job satisfaction is only one of the many factors that affects motivation to attend.

30. Figure 3.8 Mobley’s Model of the Turnover Process
According to this model, job satisfaction triggers the whole turnover process. Job dissatisfaction leads to thoughts of quitting. Other factors eventually come into play and help to determine whether the employee actually quits.
The model does not apply to employees who impulsively quit.

31. Consequences of Job Satisfaction
Organizational
Citizenship
Behavior (OCB)
Employee
Well-Being
OCB is behavior that is above and beyond the call of duty. The behavior is not required of organizational members but is nonetheless necessary for organizational effectiveness and survival.
Employees have considerable discretion over whether or not they engage in acts of OCB.
Satisfied workers are more likely to engage in this behavior than dissatisfied workers.
Dennis Organ of Indiana University suggests that OCB behaviors are reciprocal behaviors - they are giving back to a company that treats them well.
Job satisfaction leads to improved physical and mental health and saves money through reduced health-care costs and improved productive time at work.
Satisfied workers are more likely to have strong well-being than dissatisfied workers.

32. Organizational Commitment
Feelings and beliefs about the employing organization as a whole
Affective commitment
Continuance commitment
Affective commitment is more positive for organizations than continuance commitment
Affective commitment exists when employees are happy to be members of an organization, believe in and feel good about the organization and what it stands for, are attached to the organization, and intend to do what is good for the organization.
Continuance commitment exists when employees are committed not so much because they want to be but because they have to be. Continuance commitment occurs when the costs of leaving the organization are to great.
Affective commitment shows a weak, negative relationship to absenteeism and lateness. A stronger negative relationship exists between affective commitment and turnover. Employee with high affective commitment are more like to perform organizational citizenship behaviors.