1. Values, Attitudes, and Job Satisfaction

2. Values Note: Values vary by cohort Terminal Values Instrumental Values
Definition: Mode of conduct or end state is personally or socially preferable (i.e., what is right and good)
Terminal Values
Desirable end states
Instrumental Values
The ways/means for achieving one’s terminal values
Value System: A hierarchy based on a ranking of an individual’s values in terms of their intensity
Note: Values vary by cohort

3. 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

4. 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

5. Values in the Rokeach Survey
E X H I B I T 4-3

6. Values in the Rokeach Survey (cont’d)
E X H I B I T 4-3 (cont’d)

7. Mean Value Rankings of Executives, Union Members, and Activists
E X H I B I T 4-4

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

9. Values Across Cultures: Hofstede’s Framework
Power Distance
Individualism vs. Collectivism
Masculinity vs. Femininity
Uncertainty Avoidance
Long-term and Short-term Orientation

10. 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 power between those with status/wealth and those without status/wealth
High distance: Extremely unequal power distribution between those with status/wealth and those without status/wealth

11. 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
vs.

12. Hofstede’s Framework (cont’d)
Masculinity
The extent to which the society values work roles of achievement, power, and control, and where assertiveness and mater-ialism are also valued
vs.
Femininity
The extent to which there is little differ-entiation between roles for men and women

13. 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
High Uncertainty Avoidance: Society does not like ambiguous situations and tries to avoid them.
Low Uncertainty Avoidance: Society does not mind ambiguous situations and embraces them.

14. Hofstede’s Framework (cont’d)
Long-term Orientation
A national culture attribute that emphasizes the future, thrift, and persistence
vs.
Short-term Orientation
A national culture attribute that emphasizes the present and the here and now

15. Attitudes Attitudes Cognitive Component Affective 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

16. The Theory of Cognitive Dissonance
Any incompatibility between two or more attitudes or between behavior and attitudes
Individuals seek to reduce this gap, or “dissonance”
Desire to reduce dissonance depends on:
Importance of elements creating dissonance
Degree of individual influence over elements
Rewards involved in dissonance

17. Measuring the A-B Relationship
Recent research indicates that attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account. A B
Moderating Variables
Importance of the attitude
Specificity of the attitude
Accessibility of the attitude
Social pressures on the individual
Direct experience with the attitude

18. Self-Perception Theory
Attitudes are used after the fact to make sense out of an action that has already occurred. B
A !
And,

19. 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 (Affective, Normative, and Continuance Commitment)

20. Types of Attitudes, cont’d
Perceived Organizational Support (POS)
Degree to which employees feel the organization cares about their well-being
Employee Engagement
An individual’s involvement with, satisfaction with, and enthusiasm for the organization

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

22. 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

23. Job Satisfaction Measuring Job Satisfaction
Single global rating
Summation score
How Satisfied Are People in Their Jobs?
In general, people are satisfied with their jobs.
Depends on facets of satisfaction—tend to be less satisfied with pay and promotion opportunities

24. Causes of Job Satisfaction
Pay influences job satisfaction only to a point.
After about $40,000 a year, there is no relationship between amount of pay and job satisfaction.
Personality can influence job satisfaction.
Negative people are usually not satisfied with their jobs.

25. 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

26. The Effect of Job Satisfaction on Employee Performance
Satisfaction and Productivity
Satisfied workers are more productive AND more productive workers are more satisfied!
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.

27. Job Satisfaction and OCB
Satisfaction and OCBs
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.

28. Job Satisfaction and Customer Satisfaction
Satisfied workers provide better customer service.
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.

29. Chapter Check-up: Attitudes
In general, when we think of attitudes and organizations, we think of:
1. Job Satisfaction
2. Happiness
3. Job Involvement
4. Mood at work
5. Organizational Commitment
6. 1 and 2
7. 1, 3, and 5

30. Chapter Check-up: Attitudes
Ernesto is the known as the Donut Hut King—every day he brings donuts and coffee to the office for everyone. He says it helps everyone think more clearly! Ernesto is demonstrating:
Job satisfaction
Organizational citizenship behavior
Productivity
Job involvement
Conscientiousness
Write down three things someone could do at work that would constitute an OCB. Compare your list with a neighbor’s.