attitude and job satisfaction
DESCRIPTION
chapter threee of organizational behaviourTRANSCRIPT
ORGANIZATIONAL BEHAVIORORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N SS T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O NE L E V E N T H E D I T I O N
W W W . P R E N H A L L . C O M / R O B B I N SW W W . P R E N H A L L . C O M / R O B B I N S© 2005 Prentice Hall Inc. All rights reserved.© 2005 Prentice Hall Inc. All rights reserved.
PowerPoint Presentation by Charlie Cook
PowerPoint Presentation by Charlie Cook
Chapter 3Chapter 3
Values, Attitudes, and Job Satisfaction
TWELFTH EDITION
VALUESVALUES
Values are those things that really matter to each of us ... the ideas and beliefs we hold as special. Caring for others, for example, is a value; so is the freedom to express our opinions.
© 2005 Prentice Hall Inc. All rights reserved. 3–2
Values are deeply held beliefs about what is good, right, and appropriate.
Values are deep-seated and remain constant over time.
We accumulate our values from childhood based on teachings and observations of our parents, teachers, religious leaders, and other influential and powerful people.
Example: Jennifer felt stressed out and didn't know what to do when her boss implied she should lie to a client; honesty is one of Jennifer's most deeply held values.
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VALUE SYSTEMA HIERARCHY BASED ON A RANKING OF AN INDIVIDUAL’S VALUE IN TERMS OF THEIR INTENSITY
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VALUE SYSTEMVALUE SYSTEM
Given below is a list of values, you are required to rank them on a scale of 1-5 where 1 is the most important and 5 is the lowest important value as appear to you.
PunctualitySelf respectHonestyCleanlinessLoveAssertivenessFreedomHappinessEquality_____________________
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VALUES INFLUENCE OUR ATTITUDES AND BEHAVIORS
DO VALUES CHANGE???
•“NO”…They are relatively permanent•They are formed in our earlier years of life
DIFFERENCE IN VALUE SYSTEM DETERMINES DIFFERENCES IN ATTITUDES AND BEHAVIOR
Intrinsic vs. Extrinsic Work ValuesIntrinsic vs. 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
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Types of valuesTypes of values
Milton Rokeach Value Survey– Terminal values: desirable states of existence;
the goals which a person would like to achieve in his life.
for e.g.. Family security
– Instrumental values: preferable modes of behavior or means of achieving one’s terminal values.
– For e.g.. Ambitious, hardworking.
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Rokeach Value SurveyRokeach Value Survey
Terminal– A comfortable life– An exciting life– A sense of
accomplishment– A world at peace– A world of beauty– Equality– Family security– Freedom– Happiness– Inner harmony– Love
Instrumental– Ambitious– Broad minded– Capable– Cheerful– Clean– Courageous– Forgiving– Helpful– Honest– Imaginative– Independent
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Hofstede’s framework for assessing culturesHofstede’s framework for assessing cultures
– Hofstede surveyed more than 1116000 IBM employees in 40 countries about their work related values.
– He found that managers and employees vary on five value dimensions of national culture.
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HOFSTEDE’S FRAMEWORKHOFSTEDE’S FRAMEWORK
He surveyed in 40 countries (IBM employees) Values across cultures (globalization)1. Power distance – power is unequally distributed in
institutions2. Individualism vs. Collectivism – individual act
rather than group3. Achievement vs nurturing– assertiveness,
materialistic or relationships, concern for others.4. Uncertainty avoidance – structured or
unstructured situations.5. Long vs short term orientation – look to future or
past/present.
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HOFSTEDE’S FRAMEWORKHOFSTEDE’S FRAMEWORK
China & West Africa scored high on PD US scored low on PD Asian countries high on collectivism. Germany and Hong Kong high on achievement. France and Russia high on UA China had long-term whereas US had short-
term orientations.
ATTITUDESATTITUDES
Attitudes are usually defined as a nature or tendency to respond positively or negatively towards a certain thing (idea, object, person, situation). They encompass, or are closely related to, our opinions and beliefs and are based upon our experiences
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AttitudesAttitudes
Attitudes
Evaluative statements or opinions concerning objects, people, or events.
Affective ComponentThe emotional or feeling segment of an attitude.
Cognitive componentThe opinion or belief segment of an attitude.
Behavioral ComponentAn intention to behave in a certain way toward someone or something.
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The Theory of Cognitive DissonanceThe Theory of Cognitive Dissonance
Desire to reduce dissonance
• Importance of elements creating dissonance
• Degree of individual influence over elements
• Rewards involved in dissonance
Desire to reduce dissonance
• Importance of elements creating dissonance
• Degree of individual influence over elements
• Rewards involved in dissonance
Cognitive Dissonance
Any incompatibility between two or more attitudes or between behavior and attitudes.
This is the feeling of uncomfortable tension which comes from holding two conflicting thoughts in the mind at the same time.
Examples of Cognitive DissonanceExamples of Cognitive Dissonance
Smoking is often postulated as an example of cognitive dissonance because it is widely accepted that cigarettes cause lung cancer, yet virtually everyone wants to live a long and healthy life. In terms of the theory, the desire to live a long life is dissonant with the activity of doing something that will most likely shorten one’s life.
You tell your children to brush their teeth twice a day but you don’t .
You know cheating on your income tax is wrong but you fudge the numbers every year.
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Self-Perception TheorySelf-Perception Theory
Attitudes are used after the fact to make sense out of an action that has already occurred.
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Types of AttitudesTypes of Attitudes
Job InvolvementIdentifying with the job, actively participating in it, and considering performance important to self-worth.
Organizational CommitmentIdentifying with a particular organization and its goals, and wishing to maintain membership in the organization.
Job SatisfactionA collection of positive and/or negative feelings that an individual holds toward his or her job.
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Types of AttitudesTypes of Attitudes
Employee Engagement
An individual’s involvement with, satisfaction with, and enthusiasm for the organization.
Perceived Organizational Support (POS)
Degree to which employees feel the organization cares about their well-being.
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An Application: Attitude SurveysAn Application: Attitude Surveys
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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Sample Attitude SurveySample Attitude Survey
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Attitudes and Workforce DiversityAttitudes and Workforce Diversity
Training activities that can reshape employee attitudes concerning diversity:
– Participating in diversity training that provides for self-assessment and group discussions.
– Volunteer work in community and social serve centers with individuals of diverse backgrounds.
– Exploring print and visual media that tell and portray diversity issues.
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Job SatisfactionJob Satisfaction
Measuring Job Satisfaction– Single global rating– Summation score
How Satisfied Are People in Their Jobs?– Job satisfaction declined to 50.4% in 2002– Decline attributed to:
• Pressures to increase productivity and meet tighter deadlines
• Less control over work
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How Employees Can Express DissatisfactionHow Employees Can Express Dissatisfaction
Exit
Behavior directed toward leaving the organization.
Voice
Active and constructive attempts to improve conditions.
Neglect
Allowing conditions to worsen.
Loyalty
Passively waiting for conditions to improve.
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Responses to Job DissatisfactionResponses to Job Dissatisfaction
E X H I B I T 3–5E X H I B I T 3–5Source: C. Rusbult and D. Lowery, “When Bureaucrats Get the Blues,” Journal
of Applied Social Psychology. 15, no. 1, 1985:83. Reprinted with permission.
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The Effect of Job Satisfaction on Employee Performance
The Effect of Job Satisfaction on Employee Performance
Satisfaction and Productivity– Satisfied workers are 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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Job Satisfaction and OCBJob Satisfaction and OCB
Satisfaction and Organizational Citizenship Behavior (OCB)– 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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Job Satisfaction and Customer SatisfactionJob Satisfaction and Customer Satisfaction
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.