1. Chapter 6 More Individual Differences

2. Values Personal values – things that are meaningful in our lives and influence our behavior Schwartz’s Value Theory – Values “represent broad goals that apply across contexts and time” – Values are stable and influence behavior – Values often operate without our knowing it

5. Value Conflicts Intrapersonal – Within the individual Interpersonal – Between individuals Individual-Organization – Organization’s values (culture) vs. individual values – Impacts satisfaction, commitment, performance, career success, stress, & turnover

6. Work-family Conflict Life values – overall values about what is important in life Family values – beliefs about the importance of family and roles in the family Work values– beliefs about the importance of career success Value Similarity – consensus between family members about family values Value Congruence – value agreement between employee and organization

7. A Values Model of Work/Family Conflict Family Values Value Similarity Work Values Value Congruence Work/Family Conflict Value Attainment Job and Life Satisfaction General Life Values 6-7

8. Recent Trends in Work Family Conflict Work interfering with family vs. family interfering with work Norms about gender roles & housework are beginning to change Culture is more important than any specific HR program Good relationship with boss minimizes WFC Flexible work hours minimizes WFC Supportive spouses minimize WFC WFC impacts satisfaction, commitment, & turnover

9. Attitudes The tendency to consistently respond positively or negatively to a specific stimulus – Values are general & attitudes are specific Affective component – Feelings & emotions Cognitive component – Thoughts & beliefs Behavioral component – Behavioral intentions

10. Attitude-Reality Inconsistencies Creates cognitive dissonance – discomfort associated with attitude and behavior inconsistencies. People are motivated to reduce cognitive dissonance by: – Changing the behavior or attitude – Belittle the importance of the behavior – Find consonant elements that outweigh negative ones

11. How Attitudes Impact Behavior Attitude toward the behavior - +/- evaluation of the behavior Subjective norm – social pressure to engage in behavior Perceived behavioral control – perceived ability to perform behavior succesfully

12. Ajzen’s Theory of Planned Behavior Attitude toward the behavior Subjective norm Perceived behavioral control IntentionBehavior 6-12

13. Organizational Commitment The extent to which an individual identifies with the organization and is committed to its goals. Related to working harder and wanting to stay with the company Three components: – Affective Commitment – Continuance Commitment – Normative Commitment

14. Affective Commitment Emotional attachment and identification with the org. – Personality (locus of control) – Past work experience – Value congruence – Enhanced by a positive, satisfying work evironment

15. Continuance Commitment Awareness of the costs associated with leaving the org. – Other job alternatives – Enhanced by the number and quality of benefits Retirement vesting

16. Normative Commitment Feeling obligated to the organization – Influenced by socialization Psychological Contract – Individual perception of terms of an implied reciprocal exchange between individual and org. Enhanced by high levels of trust

17. Job Involvement The degree to which one is preoccupied with and engaged in their job Caused largely by intrinsic motivation Related to satisfaction, commitment, turnover, and performance

18. Job Satisfaction How much someone likes their job. Caused by: – Need fulfillment – Discrepancies – Value Attainment – Equity – Disposition

19. Consequences of Job Satisfaction Motivation Job Involvement Organizational Citizenship Behavior (OCB) – Voluntary – Helps Org. performance Absenteeism Withdrawal Cognitions

20. Consequences of Job Satisfaction (continued) Turnover – Separation costs – Replacement costs Stress Job Performance

21. Counterproductive Work Behaviors (CWB) Abuse from supervisors results in – Fewer OCBs – Retaliation (sabotage) – Violence Causes of CWB: – Certain personality traits – Job conditions – Amount of autonomy & power – Cognitive ability