chapter 3 values, attitudes and job satisfaction_2

8/10/2019 Chapter 3 Values, Attitudes and Job Satisfaction_2

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ORGANIZATIONAL BEHAVIORS 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 N

W 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.

PowerPoint Presentationby Charlie Cook

Chapter 3

Values, Attitudes, andJob Satisfaction


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After studying this chapter,you should be able to:

1. Contrast terminal and instrumental values.

2. List the dominant values in todays workforce.

3. Identify the five value dimensions of nationalculture.

4. Contrast the three components of an attitude.

5. Summarize the relationship between attitudes

and behavior.

6. Identify the role consistency plays in attitudes.

2005 Prentice Hall Inc. All rightsreserved.

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After studying this chapter,you should be able to:

7. State the relationship between job

satisfaction and behavior.

8. Identify four employee responses to

dissatisfaction.


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Values


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ValuesBasic convictions that a specificmode of conduct or end-state ofexistence is personally or socially

preferable to an opposite orconverse mode of conduct orend-state of existence.

Value SystemA hierarchy based on a ranking ofan individuals values in terms oftheir intensity.


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Importance of Values

Provide understanding of the attitudes,motivation, and behaviors of individualsand cultures.

Influence our perception of the worldaround us.

Represent interpretations of right and

wrong. Imply that some behaviors or outcomes are

preferred over others.


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Types of Values at workplaceMilton Rokeach Value Survey (1973)


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Terminal Values (What do I want

to achieve?)

Preferred end-states of existence;

the goals that a person would like toachieve during his or her lifetime.

Instrumental Values (How do I

want to achieve it?)

Preferable modes ofconduct/behavior or means ofachieving ones terminal values.


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Values in the

Rokeach

Survey


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E X H I B I T 31

Source: M. Rokeach,

The Nature of HumanValues (New York: TheFree Press, 1973).


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Values in the

Rokeach

Survey

(contd)


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E X H I B I T 31 (contd)

Source: M. Rokeach, The Nature ofHuman Values (New York: The Free

Press, 1973).


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Mean Value Rankings of

Executives, Union Members,

and Activists


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E X H I B I T 32

Source: Based on W. C. Frederick and J. Weber, The Valuesof Corporate Managers and Their Critics: An EmpiricalDescription and Normative Implications, in W. C. Frederickand L. E. Preston (eds.) Business Ethics: Research Issuesand Empirical Studies (Greenwich, CT: JAI Press, 1990), pp.12344.


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Worksheet:Dominant Work Values in Todays Workforce

w.r.t. Pakistan

310

CohortEntered the

workforce

Approximate

current ageDominant Work Values

Senior

Citizens

1950s or

early 1960s 60+

Hard-working; least technology-oriented;

conservative; prefer to work in isolation with

own hands; conforming (i.e. meeting therequirements); disciplined; long-term

commitment (i.e. loyalty) with the firm


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Organizational Stakeholders


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Hofstedes Framework for Assessing

Cultures


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Power Distance

The extent to which a society accepts thatpower in institutions and organizations isdistributed unequally.

low distance: relatively equal distributionhigh distance: extremely unequal distribution

Compulsory Readings\\Fileserver\Shahnawaz Adil\OB\Compulsory Readings\1. Geert Hofstede -

National cultures in 4 dimensions.pdf


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PDin detail


313

A power distance index (PDI) has been composed of the country scores onthe following three questionnaire items, which are inter-correlated withcoefficients between 0.54 and 0.67 {see also Hofstede, 1977, 1979a).

(1) the percentage of subordinates who perceive that their boss makes his

decisions in an autocratic or paternalistic (persuasive) way;(2) subordinates' perceptions that employees in general (their colleagues)are afraid to disagree with superiors

(mean score on a five-point scale from 1 = very frequently to 5 =

very seldom, multiplied by 25 to make it comparable with the percentage

scores for questions 1 and 3);

(3) the percentage of subordinates who do not prefer a boss who makes hisdecisions in a consultative way, but who prefer a boss who decides eitherautocratically or paternalistically or, on the other hand, who does not decidehimself, but goes along with the majority of his subordinates


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Hofstedes Framework (contd)


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Collectivism

A tight social framework inwhich people expectothers in groups of which

they are a part to lookafter them and protectthem.

Individualism

The degree to whichpeople prefer to act asindividuals rather than

a member of groups.


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Uncertainty AvoidanceThe extent to which a society feels threatened byuncertain and ambiguous situations and tries toavoid them.


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Long-term OrientationA national culture attributethat emphasizes the future,thrift, and persistence.

Short-term Orientation

A national culture attribute that

emphasizes the past andpresent, respect for tradition,and fulfilling social obligations.


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The GLOBE Framework for Assessing Cultures

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GLOBE stands for Global Leadership and Organizational Behavior Effectiveness

Compulsory Reading:

M. Javidan and R. J. House, Cultural Acumen for the Global Manager: Lessons from

Project GLOBE, Organizational Dynamics, Spring 2001, Volume: 29 Issue: 4,pp.289305. (\\Fileserver\Shahnawaz Adil\OB\Compulsory Readings\GLOBE - Cultural

Acumen for the Global Manager - Lessons from Project GLOBE.pdf)and

Page 432 to 435 from OB Fred Luthanss book , 11thedition

1. Assertivenessthe degree to which individuals are assertive,confrontational, and aggressive in their relationships with others.

2. Future Orientationthe extent to which individuals engage in future-oriented behaviors such as delaying gratification, planning, and investing

in the future.3. Gender egalitarianism (or differentiation)expressed as the degree a

collective minimizes gender inequality.

4. Uncertainty avoidancethe extent the society, organization, or groupsrely on norms, rules, and procedures to alleviate the unpredictability of

future events.


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The GLOBE Framework for Assessing Cultures(contd)

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5. Power distance

the degree to which members of a collective expectpower to be distributed equally.

6. Individual/collectivism (or Institutional Collectivism)the degree towhich organizational and societal institutional practices encourageand reward the collective distribution of resources and collective

actions.

7. In-group collectivismthe degree to which individuals express pride,loyalty, and cohesiveness in their organizations or families.

8. Performance orientation suggested by the degree to which acollective encourages and rewards group members for performance

improvement and excellence.

9. Humane orientationthe degree to which a collective encouragesand rewards individuals for being fair, altruistic, generous, caring, andkind to others.


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Attitudes

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Attitudes

Predisposition or atendency torespond positively

or negativelytowards a certainidea, object,person, orsituation.

Component: Affect (emotions or feelings)

Measured by: Physiologicalindicators (say, bloodpressure; galvanic skin response i.e. changes inelectrical resistance of skin that indicate emotionalarousal), verbal statements about feelings

e.g. I dont like my boss, I like this, I prefer that

Component: Cognition (Thought; reflects a persons

perceptions or beliefs)

Measured by:Attitude scales, verbal statements about beliefs(asking about thoughts)

e.g. I believe my boss plays favorites at work. I believe Japanese

workers are industrious reflects the cognitive component of anattitude

Component: Conative (inclination for actions)Measured by: Observed behavior, verbal statements aboutintentions

e.g. Women as a supervisor; I want to transfer to anotherdepartment.

The ABC Model of an Attitude

4thComponent:Evaluative:

Positive or negativeresponse to stimuli.


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Types of Attitudes


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Job InvolvementIdentifying with the job, actively participating in it,and considering performance important to self-worth.

Organizational CommitmentIdentifying with a particular organization and itsgoals, and wishing to maintain membership in theorganization.

Job SatisfactionA collection of positive and/or negative feelings thatan individual holds toward his or her job.


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The Theory of Cognitive Dissonance

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Cognitive DissonanceThis is the feeling of uncomfortable tension which comesfrom holding two conflicting thoughts in the mind at the sametime.

Dissonance increases with:The importance of the subject to us.How strongly the dissonant thoughts conflict.Our inability to rationalize and explain away the conflict.


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Cognitive Dissonance (contd)

325

Dissonance is most powerful when it is about our self-image. Feelings of

foolishness, immorality and so on (including internal projections duringdecision-making) are dissonance in action.

If an action has been completed and cannot be undone, then the after-the-fact dissonance compels us to change our beliefs. If beliefs are moved,then the dissonance appears during decision-making, forcing us to takeactions we would not have taken before.

Cognitive dissonance appears in virtually all evaluations and decisionsand is the central mechanism by which we experience new differences inthe world. When we see other people behave differently to our images of

them, when we hold any conflicting thoughts, we experience dissonance.Dissonance increases with the importance and impact of the decision,along with the difficulty of reversing it. Discomfort about making the wrongchoice of car is bigger than when choosing a lamp.

Self-Perception Theorygives an alternative view.


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Self-Perception Theory


326

an alternative explanation for cognitive dissonance effects


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Self-Perception Theory

327

People decide on their own attitudes and feelings from watching

themselves behave in various situations. This is particularly true wheninternal cues are so weak or confusing they effectively put the person inthe same position as an external observer.

Self-Perception Theory provides an alternative explanation for cognitive

dissonance effects. For example Festinger and Carlsmith's experimentwhere people were paid $1 or $20 to lie. Cognitive dissonance says thatpeople felt bad about lying for $1 because they could not justify the act.Self-perception takes an 'observer's view, concluding that those whowere paid $1 must have really enjoyed it (because $1 does not justify the

act) whilst those who were paid $20 were just doing it for the money.Note that this indicates how changing people's attitudes happens onlywhen two factors are present:

They are aroused, feeling the discomfort of dissonance.They attribute the cause of this to their own behaviors and attitudes.Research


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An Application: Attitude Surveys


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Attitude Surveys

Eliciting responses from employees throughquestionnaires about how they feel about their jobs,work groups, supervisors, and the organization.


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How Employees Can Express

Dissatisfaction


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Exit

Behavior directed towardleaving the organization.

Voice

Active and constructiveattempts to improveconditions.

Neglect

Allowing conditions to

worsen.

Loyalty

Passively waiting for

conditions to improve.


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Responses to Job Dissatisfaction

2005 Prentice Hall Inc. All rightsd

331

E X H I B I T 35Source: C. Rusbult and D. Lowery, When Bureaucrats Get the Blues, Journalof Applied Social Psychology. 15, no. 1, 1985:83. Reprinted with permission.

chapter 3 values, attitudes and job satisfaction_2

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