3-1©2005 prentice hall understanding and managing organizational behavior 4th edition 3: values,...

3-1 ©2005 Prentice Hall

Understanding and

Managing Organizational

Behavior

4th Edition

Chapter 3:3:Values, Attitudes, Values, Attitudes,

Moods, and Moods, and EmotionsEmotions

JENNIFER GEORGE JENNIFER GEORGE & GARETH JONES& GARETH JONES


Chapter Objectives

Describe the nature of work values and ethical values and why they are of critical importance in organizations

Understand why it is important to understand employees’ moods and emotions on the job

Appreciate when and why emotional labor occurs in organizations

Tracy Tuten Ryan

Still needs web links! plus video, and any extra art from book


Chapter Objectives

Describe the nature, causes, theories, and consequences of job satisfaction

Appreciate the distinction between affective commitment and continuance commitment and their implications for understanding organizational behavior


Opening Case: Richard Branson is Never Bored

Is it possible to have fun while performing a very high stakes job?

Richard Branson, Founder and CEO of Virgin Group, Ltd.– “I don’t think of work as work and play as

play. It’s all living…. I’m living and learning every day.”


The Nature of Values

One’s personal convictions about what one should strive for in life and how one should behave– Work values: employee’s personal

convictions about what outcomes one should expect from work and how one should behave at work

– Ethical values: one’s personal convictions about what is right and wrong


Outcome Expectations and Work

Comfortable existence Family security Sense of accomplishment Self-respect Social recognition Exciting Life


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


Ethical Values

One’s personal convictions about what is right and wrong– Utilitarian values: decisions should produce the

greatest good for the greatest number of people– Moral rights values: decisions should protect the

fundamental rights ad privileges of those affected

– Justice values: decisions should allocate benefits and harms among those affected by the decision in a fair and equitable manner.


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 inform people in positions

of authority of instances of wrongdoing, illegal behavior, or unethical behavior in an organization


Work Attitudes

Collections of feelings, beliefs, and thoughts about how to behave that people currently hold about their jobs and organizations.

Specific work attitudes:– 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.


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

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Work Moods

Positive Excited Enthusiastic Active Strong Peppy Elated

Negative Distressed Fearful Scornful Hostile Jittery Nervous


Emotions

Intense, short-lived feelings that are linked to specific cause or antecedent

Emotions can feed into moods Emotional labor: the work employees

perform to control their experience and expression of moods and emotions on the job


Determinants of Job Satisfaction_1

Personality: the enduring ways a person has of feeling, thinking, and behaving– Extroverts tend to have higher levels of job

satisfaction than introverts Values: reflect employees’ convictions about the

outcomes that work should lead to and how one should behave at work– 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



Work Situation – tasks a person performs – people a jobholder interacts with – surroundings in which a person works – the way the organization treats the

jobholder



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


Theories of Job Satisfaction

The Facet Model Herzberg’s Motivator-Hygiene Theory The Discrepancy Model The Steady-State Theory


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.

A worker’s overall job satisfaction is determined by summing his or her satisfaction with each facet of the job.


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


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 are associated with the actual work itself and how challenging it is

• Facets: interesting work, autonomy, responsibility

– Hygiene needs are associated with the physical and psychological context in which the work is performed

• Facets: physical working conditions, pay, security


Herzberg’s Motivator-Hygiene Theory

Hypothesized relationships between motivator needs, hygiene needs, and job satisfaction:– 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.


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.


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


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.


Consequences of Job (Dis)Satisfaction

PerformancePerformance: Satisfied workers are slightly more likely to perform at a higher level than dissatisfied workers

AbsenteeismAbsenteeism: Satisfied workers are only slightly less likely to be absent than dissatisfied workers

TurnoverTurnover: Satisfied workers are less likely to leave the organization than dissatisfied workers


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


Consequences of Job Satisfaction

Organizational citizenship behaviorOrganizational citizenship behavior (OCB): Satisfied workers are more likely to engage in this behavior than dissatisfied workers.– Helping coworkers, spreading goodwill

Employee well-beingEmployee well-being: Satisfied workers are more likely to have strong well-being than dissatisfied workers.– How happy, healthy, and prosperous

workers are


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

3-1©2005 prentice hall understanding and managing organizational behavior 4th edition 3: values,...

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