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Values, Attitudes, Abilities, & Job Satisfaction
Chapter 6 Values, Attitudes, Abilities, & Job Satisfaction Personal Values Attitudes Abilities and Performance Job Satisfaction
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Individual Differences Impact Job Performance & Job Satisfaction
6-2 Figure 6-1 Individual Differences Impact Job Performance & Job Satisfaction Values Job Performance Satisfaction Attitudes Abilities McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
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Values Basic convictions that one thing is preferable to another
Content component Intensity component
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Instrumental and Terminal Values
6-3 Instrumental and Terminal Values Instrumental Values alternative behaviors or means by which we achieve desired ends Terminal Values desired end-states or life goals Tend to remain stable over time McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
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6-4 Value Conflicts Intrapersonal Value Conflict when highly ranked instrumental and terminal values pull an individual in different directions Interpersonal Value Conflict when combinations of instrumental and terminal values inevitably spark disagreements Individual-Organization Value Conflict values espoused or enacted by the organization collide with employee’s personal values McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
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6-6 Attitudes Attitude is defined as “a learned predisposition to respond in a consistently favorable or unfavorable manner with respect to a given object” Cognitive Affective Behavioral McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
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Ajzen’s Theory of Planned Behavior
6-7 Figure 6-3 Ajzen’s Theory of Planned Behavior Attitude toward the behavior Subjective norm Intention Behavior Perceived behavioral control McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
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Attitudes Toward Work Job satisfaction Organizational commitment
Job involvement
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6-8 Job Satisfaction Job Satisfaction is an affective or emotional response toward various facets of one’s job Not a unitary concept Varies across countries One of the most frequently studied work attitudes by OB researchers McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
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Causes of Job Satisfaction
6-13 Causes of Job Satisfaction Need Fulfillment--satisfaction is determined by the extent to which characteristics of a job allow an individual to fulfill his or her needs; unmet needs can affect both job satisfaction and turnover Discrepancies—satisfaction is a result of met expectations; the extent to which one receives what he or she expects from a job Value Attainment—satisfaction results from the perception that a job allows for fulfillment of an individual’s important work values McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
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Causes of Job Satisfaction Cont.
6-14 Causes of Job Satisfaction Cont. Equity—satisfaction is a function of how “fairly” an individual is treated at work; satisfaction results from one’s perception that work outcomes relative to inputs, compare favorable with a significant other’s outcomes/inputs Disposition/Genetic Components—belief that satisfaction is partly a function of both personal traits and genetic factors McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
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Correlates of Job Satisfaction
6-15 Table 6-4 Correlates of Job Satisfaction Variables Related to Job Satisfaction Direction of Relationship Strength of Relationship Moderate Positive Motivation Moderate Positive Organizational citizenship behavior Weak Negative Absenteeism Moderate Negative Tardiness Strong Negative Withdrawal Cognitions McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
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Correlates of Job Satisfaction
6-16 Table 6-4 cont. Correlates of Job Satisfaction Variables Related to Job Satisfaction Direction of Relationship Strength of Relationship Moderate Negative Turnover Moderate Negative Heart Disease Strong Negative Perceived Stress Moderate Negative Pro-union Voting Moderate Positive Job performance McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
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Correlates of Job Satisfaction
6-17 Table 6-4 cont. Correlates of Job Satisfaction Variables Related to Job Satisfaction Direction of Relationship Strength of Relationship Moderate Positive Life satisfaction Moderate Positive Mental health McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
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Organizational Citizenship Behaviors
Extra-role behaviors Avoiding unnecessary conflicts Helping others without selfish intent Gracefully tolerating occasional impositions Being involved in organizational activities Performing tasks beyond job description Encouraged through rewards, recognition, strong ethical cultures with strong sense of social responsibility
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Organizational Commitment
6-11 Organizational Commitment Organizational Commitment extent to which an individual identifies with an organization and its goals Affective, Normative, Continuance Strong relationship between organizational commitment and job satisfaction Highly correlated with job performance Employees had lower intentions to quit their jobs when they were committed to their respective organization McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
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6-12 Job Involvement Job Involvement extent to which an individual is immersed in his or her personal job Positively associated with job satisfaction, organizational commitment, and intrinsic motivation Negatively related to intentions to quit Managers can increase employees’ job involvement by providing work environments that fuel intrinsic motivation Improving job involvement can reduce turnover Positive relationship between job involvement and performance McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
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Performance = Combination of Effort, Ability, and Skill
6-13 Figure 6-5 Performance = Combination of Effort, Ability, and Skill Ability Effort Performance Skill McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
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Abilities Cognitive Function of environmental and genetic influences
g – Spearman Specific to task Physical Function of environmental and genetic influences
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Mental Abilities Underlying Performance
6-14 Table 6-1 Mental Abilities Underlying Performance Verbal comprehension* Word fluency Numerical* Spatial* Memory Perceptual speed Inductive reasoning* McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
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