1. Values, Attitudes and Job Satisfaction , and its effects at workplace
Chapter 3
Values, Attitudes and Job Satisfaction , and its effects at workplace
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2. Values, Attitudes, and Their Effects in the Workplace
Questions for Consideration
What are values?
Identify Hofstede’s five value dimensions of national culture.
Contrast terminal and instrumental values.
Why are differences in values important?
What are attitudes and how are they formed?
Contrast the three components of an attitude.
What is job satisfaction?
Summarize the relationship between attitudes and behavior
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3. 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 their intensity.
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4. Values
Values
Basic convictions about what is important to the individual
They contain a judgmental element of what is right, good, or desirable.
Material pertinent to this discussion is found on pages 69.
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5. Values vs. Ethics Ethics
The science of morals in human conduct
Moral principles; rules of conduct
Ethical Values are related to moral judgments about right and wrong
This material is found on page 70.
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6. 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.
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7. Values Types of values Importance of values
Terminal: Goals that individuals would like to achieve during their lifetime
Instrumental: Preferable ways of behaving
Importance of values
Values generally influence attitudes and behavior.
This material is found on page 70.
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8. 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.
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9. A Framework for Assessing Cultural Values
Hofstede’s Dimensions
Power Distance
Individualism Versus Collectivism
Quantity of Life Versus Quality of Life
Uncertainty Avoidance
Long-term versus Short-term Orientation
Material pertinent to this discussion is found on pages

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 distribution
high distance: extremely unequal distribution
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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.
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12. Hofstede’s Framework (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.
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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.
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14. Hofstede’s Framework (cont’d)
Long-term Orientation
A national culture attribute that emphasizes the future, thrift, and persistence.
Short-term Orientation
A national culture attribute that emphasizes the past and present, respect for tradition, and fulfilling social obligations.
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15. Examples of National Cultural Values
Material pertinent to this illustration is found on pages

16. East and Southeast Asian Values
North America
Networked relations: based on self-interest
Relationships viewed with immediate gains
Enforcement relies on institutional law
Governed by guilt (internal pressures on performance)
East and Southeast Asia
Relations based on reciprocation
Relationships meant to be long-term and enduring
Enforcement relies on personal power and authority
Governed by shame (external pressures on performance)
Material pertinent to this discussion is found on pages 80.
Guanxi is seen as extremely important for business success in China

17. Attitudes
Positive or negative feelings concerning objects, people, or events.
Less stable than values
Material pertinent to this discussion is found on pages 82.

18. 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.
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19. 5
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20. 8
Advice to Managers
Do not assume that most workers have strong intrinsic work values just because you do.
Realize that any attempt you make to improve attitudes, motivation, or performance will be most effective when the change you implement is consistent with workers’ values.
Make the work environment pleasant and attractive to help promote positive moods.
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21. Job Satisfaction and Employee Performance
Satisfaction Affects
Individual Productivity
Organizational Productivity
Absenteeism
Turnover
Organizational Citizenship Behaviour
Material pertinent to this discussion is found on pages

22. 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.
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23. 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.
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24. Expressing Dissatisfaction
Exit
Voice
Loyalty
Neglect
Material pertinent to this discussion is found on pages

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.
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26. Potential Consequences of Job Satisfaction19
Potential Consequences of Job Satisfaction
Performance: Satisfied workers are only slightly more likely to perform at a higher level than dissatisfied workers.
Satisfaction is most likely to affect work behaviors when workers are free to vary their behaviors and when a worker’s attitude is relevant to the behavior in question.
Absenteeism: Satisfied workers are only slightly less likely to be absent than dissatisfied workers.
Turnover: Satisfied workers are less likely to leave the organization than dissatisfied workers.
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27. Potential Consequences of Job Satisfaction22
Potential Consequences of Job Satisfaction
Organizational citizenship behavior (OCB): Satisfied workers are more likely to engage in this behavior than dissatisfied workers.
OCB: Behavior that is above and beyond the call of duty but is nonetheless necessary for organizational survival and effectiveness
Helping coworkers, spreading goodwill
Worker well-being: Satisfied workers are more likely to have strong well-being than dissatisfied workers.
Worker well-being: How happy, healthy, and prosperous workers are
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28. Determinants of Absence from Work (Table 3.3)20
Determinants of Absence from Work (Table 3.3)
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
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29. 18
Advice to Managers
Realize that some workers are going to be more satisfied than others with the same job simply because they have different personalities and work values. Also realize that you can take steps to increase levels of job satisfaction because it is determined not only by personality but also by the work situation.
Try to place newcomers in work groups whose members are satisfied with their jobs.
Ask workers what facets of their jobs are important to them, and do what you can to ensure that they are satisfied with these facets.
Because job satisfaction has the potential to impact workers’ behaviors in organizations and their well-being, use existing measurement scales to periodically survey your subordinates’ levels of job satisfaction. When levels of job satisfaction are low, follow the advice in the preceding step.
Recognize that workers’ evaluations of job facets, not what you think about them, determine how satisfied workers are and that changing some facets may have longer-lasting effects on job satisfaction than changing others.
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30. 23
Advice to Managers
Do not assume that poor performers are dissatisfied with their jobs or that
good performers are satisfied with their jobs.
Do not assume that workers who are absent are dissatisfied or that they were not motivated to come to work. Absence is also a function of ability to attend.
Manage absenteeism. Don’t try to eliminate it, and keep in mind that a certain level of absence is often functional for workers and organizations.
Realize that turnover has both costs and benefits for an organization and that you need to evaluate both. In particular, before becoming concerned about worker turnover, examine the performance levels of those who quit.
If workers do only what they are told and rarely, if ever, exhibit organizational citizenship behavior, measure their levels of job satisfaction, identify the job facets they are dissatisfied with, and make changes where possible.
Even if job satisfaction does not seem to have an effect on important behaviors in your organization, keep in mind that it is an important factor in worker well-being.
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31. The Theory of Cognitive Dissonance
Any incompatibility between two or more attitudes or between behavior and attitudes.
Desire to reduce dissonance
Importance of elements creating dissonance
Degree of individual influence over elements
Rewards involved in dissonance
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32. 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
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33. Self-Perception Theory
Attitudes are used after the fact to make sense out of an action that has already occurred. B
A !
And,
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34. An Application: Attitude Surveys
Eliciting responses from employees through questionnaires about how they feel about their jobs, work groups, supervisors, and the organization.
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35. 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.
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36. 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.
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37. 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.
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38. Causes of Job Satisfaction
Pay only influences Job Satisfaction 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
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39. Job Satisfaction Measuring Job Satisfaction
Single global rating
Summation score
How Satisfied Are People in Their Jobs?
If job satisfaction declines Decline can be attributed to:
Pressures to increase productivity and meet tighter deadlines
Less control over work
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40. 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.
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41. Summary and Implications
Values strongly influence a person’s attitudes.
An employee’s performance and satisfaction are likely to be higher if his or her values fit well with the organization.
Managers should be interested in their employees’ attitudes because attitudes give warning signs of potential problems and because they influence behavior.
Material pertinent to this discussion is found on pages 86.
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