Organizational Behavior - Values, Attitude, Job Satisfaction
Attitude and Values
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Transcript of Attitude and Values
Organizational Behavior 1
ATTITUDES & VALUES
28/04/23
Organizational Behavior 2
Defining Attitudes
Attitude is a hypothetical construct Cannot be directly observed – inferred from what
people say and do Attitude objects are concrete, abstract, about people,
groups of people and inanimate objects Behaviour towards objects is dependent upon attitude
towards objects Attitudes tend to persist unless something is done to
change them Attitudes can fall anywhere along a continuum from
very favourable to very unfavourable. Attitudes are directed towards some object about which
a person has feelings or affect and beliefs28/04/23
Organizational Behavior 3
Evaluative statements or judgments concerning objects, people, or events.
Three components of an attitude:
The emotional The emotional or feeling or feeling segment of an segment of an attitudeattitudeThe opinion or The opinion or
belief segment of belief segment of an attitudean attitude An intention to An intention to
behave in a certain behave in a certain way toward way toward someone or someone or somethingsomething28/04/23
Organizational Behavior 4
Three Components of Attitudes Cognitive Component – The opinion
or belief segment of an attitude. Affective Component – The
emotional or feeling segment of an attitude.
Behavioral Component – An intention to behave in a certain way towards someone or something.
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Organizational Behavior 5
Festinger’s Cognitive Dissonance Cognitive Dissonance: Any incompatibility between
two or more attitudes or between behavior and attitudes
People’s attitudes or beliefs can be consonant (in line), dissonant (at odds), or not related to each other
If dissonant, we experience psychological discomfort Individuals seek to reduce this uncomfortable gap, or
dissonance, to reach stability and consistency Consistency is achieved by changing the attitudes,
modifying the behaviors, or through rationalization Desire to reduce dissonance depends on:
Importance of elements Degree of individual influence Rewards involved in dissonance28/04/23
Organizational Behavior 6
Moderating Variables The most powerful moderators of the attitude-
behavior relationship are: Importance of the attitude
Correspondence to behavior Accessibility Existence of social pressures Personal and direct experience of the attitude.
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Organizational Behavior 7
CHANGING ATTITUDES Barriers to changing attitudes:1. Prior commitment2. Insufficient information Methods to overcome barriers and
change attitudes:1. Providing new information2. Use of fear3. Resolving Discrepancies4. Influence of friends and peers5. The co-opting approach
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Organizational Behavior 8
What are the Major Job Attitudes?
Job Satisfaction A positive feeling about the job resulting from an
evaluation of its characteristics Job Involvement
Degree of psychological identification with the job where perceived performance is important to self-worth
Psychological Empowerment Belief in the degree of influence over the job,
competence, job meaningfulness, and autonomy
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Organizational Behavior 9
Another Major Job Attitude Organizational Commitment
Identifying with a particular organization and its goals, while wishing to maintain membership in the organization.
Three dimensions: Affective – emotional attachment to
organization Continuance Commitment – economic value
of staying Normative - moral or ethical obligations
Has some relation to performance, especially for new employees.
Less important now than in past – now perhaps more of occupational commitment, loyalty to profession rather than a given employer.
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Organizational Behavior 10
And Yet More Major Job Attitudes…
Perceived Organizational Support (POS) Degree to which employees believe the organization
values their contribution and cares about their well-being.
Higher when rewards are fair, employees are involved in decision-making, and supervisors are seen as supportive.
High POS is related to higher OCBs and performance. Employee Engagement
The degree of involvement with, satisfaction with, and enthusiasm for the job.
Engaged employees are passionate about their work and company.
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Organizational Behavior 11
Outcomes of Job Satisfaction Job Performance
Satisfied workers are more productive AND more productive workers are more satisfied!
The causality may run both ways. Organizational Citizenship Behaviors
Satisfaction influences OCB through perceptions of fairness.
Customer Satisfaction Satisfied frontline employees increase customer
satisfaction and loyalty. Absenteeism
Satisfied employees are moderately less likely to miss work.
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Organizational Behavior 12
More Outcomes of Job Satisfaction Turnover
Satisfied employees are less likely to quit. Many moderating variables in this relationship.
Economic environment and tenure Organizational actions taken to retain high
performers and to weed out lower performers
Workplace Deviance Dissatisfied workers are more likely to unionize,
abuse substances, steal, be tardy, and withdraw.
Despite the overwhelming evidence of the impact of job satisfaction on the bottom line, most managers are either unconcerned about or overestimate worker satisfaction.28/04/23
Organizational Behavior 13
ValuesBasic convictions that a specific mode of conduct or end-state of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.Attributes of Values:
Content Attribute – that the mode of conduct or end-state is important
Intensity Attribute – just how important that content is.Value System
A person’s values rank ordered by intensity Tends to be relatively constant and consistent
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Organizational Behavior 14
Importance of Values
Provide understanding of the attitudes, motivation, and behaviors
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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Organizational Behavior 15
Classifying Values – Rokeach Value Survey
Terminal Values Desirable end-states of existence; the goals that a person
would like to achieve during his or her lifetime Instrumental Values
Preferable modes of behavior or means of achieving one’s terminal values
People in same occupations or categories tend to hold similar values But values vary between groups Value differences make it difficult for groups to negotiate
and may create conflict
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Organizational Behavior 16
Values in the Rokeach Survey
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Organizational Behavior 17
Values
Values differ across cultures. Hofstede’s Framework for assessing
culture – five value dimensions: Power Distance Individualism vs. Collectivism Masculinity vs. Femininity Uncertainty Avoidance Long-term vs. Short-term Orientation
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Organizational Behavior 18
Hofstede’s Framework: Power Distance
The extent to which a society accepts that power in institutions and organizations is distributed unequally. Low distance
Relatively equal power between those with status/wealth and those without status/wealth
High distance Extremely unequal power distribution between
those with status/wealth and those without status/wealth
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Organizational Behavior 19
Hofstede’s Framework: Individualism
Individualism The degree to which people prefer to act
as individuals rather than a member of groups
Collectivism A tight social framework in which people
expect others in groups of which they are a part to look after them and protect them
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Organizational Behavior 20
Hofstede’s Framework: Masculinity Masculinity
The extent to which the society values work roles of achievement, power, and control, and where assertiveness and materialism are also valued
Femininity The extent to which there is little
differentiation between roles for men and women
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Organizational Behavior 21
Hofstede’s Framework: Uncertainty Avoidance
The extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them
High Uncertainty Avoidance: Society does not like ambiguous situations and
tries to avoid them. Low Uncertainty Avoidance: Society does not mind ambiguous situations and
embraces them.
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Organizational Behavior 22
Hofstede’s Framework: Time Orientation Long-term Orientation
A national culture attribute that emphasizes the future, thrift, and persistence
Short-term Orientation A national culture attribute that emphasizes
the present and the here and now
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Organizational Behavior 23
Hofstede’s Framework: An Assessment There are regional differences within countries The original data is old and based on only one
company Hofstede had to make many judgment calls
while doing the research Some results don’t match what is believed to
be true about given countries Despite these problems it remains a very
popular framework
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Organizational Behavior 24
Emotional Intelligence
Emotional Intelligence ability to manage oneself and interact with others in a constructive way
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Organizational Behavior 25
What is Emotional Intelligence (EI)?
The capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships.
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Organizational Behavior 26
The 5 Components of EI
•Emotional Self-Awareness•Managing one’s own emotions
•Using emotions to maximize intellectual processing and decision-making•Developing empathy
•The art of social relationships (managing emotions in others)
Goleman’s CategoriesSelf-AwarenessSelf-RegulationSelf-MotivationSocial AwarenessSocial Skills
28/04/23