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Values, Attitudes, and JobSatisfaction
Organizational Behavior
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Values
Values
Basic convictions that a specific mode of conduct orend-state of existence is personally or sociallypreferable to an opposite or converse mode ofconduct or end-state of existence.
Value System A hierarchy based on a ranking of an individual’svalues in terms of their intensity.
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Importance of Values
Provide understanding of the attitudes,motivation, and behaviors of individuals
and cultures. Influence our perception of the world
around us.
Represent interpretations of “right” and “wrong.”
Imply that some behaviors or outcomes
are preferred over others.
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Types of Values –- Rokeach Value
Survey
Terminal Values
Desirable end-states of existence; the goals that aperson would like to achieve during his or her
lifetime.
Instrumental Values
Preferable modes of behavior or means of achievingone’s terminal values.
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Some terminal and instrumental values
A comfortable life
An exciting life
True friendship
A world at peace A world of beauty
Equality
Family security
Freedom
Happiness Inner harmony
National security
Self respect
Wisdom
Ambitious
Broad-minded
Responsible
Cheerful Clean
Courageous
Forgiving
Helpful
Honest Imaginative
Intellectual
Obedient
Self controlled
Terminal Values Instrumental Values
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Hofstede’s Framework for
Assessing Cultures
Power Distance
The extent to which a society accepts that power ininstitutions and organizations is distributed unequally.
low power distance: relatively equal distributionhigh power distance: extremely unequal distribution
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Hofstede’s Framework (cont’d)
Collectivism
A tight social framework inwhich people expect othersin groups of which they area part to look after themand protect them.
Individualism
The degree to whichpeople prefer to act asindividuals rather thana member of groups.
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Hofstede’s Framework (cont’d)
Achievement
The extent to which societal values are characterizedby assertiveness, materialism and competition.
Nurturing
The extent to which societal values emphasizerelationships and concern for others.
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Hofstede’s Framework (cont’d)
Uncertainty Avoidance
The extent to which a society feels threatened byuncertain and ambiguous situations and tries to
avoid them. people have an increased level ofanxiety, which manifests it self in greaternervousness, stress ,and aggressiveness
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Hofstede’s Framework (cont’d)
Long-term Orientation
A national culture attribute that emphasizes thefuture, thrift, and persistence.
Short-term Orientation
A national culture attribute that emphasizes the
past and present, respect for tradition, and fulfillingsocial obligations.
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Attitudes
Attitudes
Evaluative
statements or judgmentsconcerningobjects,people, orevents.
Affective ComponentThe emotional or feeling segmentof an attitude.
Cognitive componentThe opinion or belief segmentof an attitude.
Behavioral Component An intention to behave in a certainway toward someone or something.
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Types of Attitudes
Job Involvement
Identifying psychologically with the job, activelyparticipating in it, and considering performanceimportant to self-worth.
Organizational CommitmentIdentifying with a particular organization and itsgoals, and wishing to maintain membership in theorganization.
Job Satisfaction A collection of positive and/or negative feelings thatan individual holds toward his or her job.
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The Theory of Cognitive 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 attitudesor between behavior and attitudes.
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Measuring the A-B Relationship
Recent research indicates thatAttitudes (A) significantly predictBehaviors (B) when moderating
variables are taken into account.
Moderating Variables
• Importance of the attitude
• Specificity of the attitude• Accessibility of the attitude
• Social pressures on the individual
• Direct experience with the attitude
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Self-Perception Theory
Attitudes are used after the fact to make
sense out of an action that has already
occurred, whether or not behavior
influences attitudes.
Attitudes are used, after the fact, to
make sense out of an action that has
already occurred rather than devicesthat guide actions.
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An Application: Attitude Surveys
Attitude Surveys
Eliciting responses from employees throughquestionnaires about how they feel about their
jobs, work groups, supervisors, and theorganization.
Knowledge of employee attitudes can be
helpful to managers in attempting to predictemployee behavior
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Job Satisfaction
Measuring Job Satisfaction
Single global rating
Summation score
How Satisfied Are People in Their Jobs? Job satisfaction declined to 52.4% in 2008
Decline attributed to:
Pressures to increase productivity and meet
tighter deadlines
Less control over work
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The Effect of Job Satisfaction on Employee
Performance
Satisfaction and Productivity
Worker productivity is higher in organizations withmore satisfied workers.
Satisfaction and Absenteeism
Satisfied employees have fewer avoidableabsences.
Satisfaction and Turnover
Satisfied employees are less likely to quit.
Organizations take actions to retain highperformers and to weed out lower performers.
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Job Satisfaction and OCB
Satisfaction and OrganizationalCitizenship Behavior (OCB)
Satisfied employees who feel fairlytreated by and are trusting of theorganization are more willing to engagein behaviors that go beyond the normalexpectations of their job.
More positive about organization.
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Job Satisfaction and Customer
Satisfaction
Satisfied employees increasecustomer satisfaction because:
They are more friendly, upbeat, andresponsive.
They are less likely to turnover whichhelps build long-term customerrelationships.
They are experienced.
Dissatisfied customers increaseemployee job dissatisfaction.
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How Employees Can Express Dissatisfaction
Exit
Behavior directed towardleaving the organization.looking for new jobs
Voice
Active and constructiveattempts to improveconditions. some form ofunion activity
Neglect
Allowing conditions to
worsen. chronicabsenteeism orlateness, reducedefforts, and increased
error rate
Loyalty
Passively waiting for
conditions to improve.speaking up fororganization in the faceof external criticism