attitude and job satisfaction

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.


4

VALUE SYSTEMA HIERARCHY BASED ON A RANKING OF AN INDIVIDUAL’S VALUE IN TERMS OF THEIR INTENSITY

5

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_____________________

6

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

33

8

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.

9

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

10

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.

11

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.

12

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



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.


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.



Self-Perception TheorySelf-Perception Theory

Attitudes are used after the fact to make sense out of an action that has already occurred.


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.


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.


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.


Sample Attitude SurveySample Attitude Survey


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.


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


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.


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.


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.


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.


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.

attitude and job satisfaction

Technology

Transcript of attitude and job satisfaction