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© 2008The McGraw-Hill Companies, Inc. All rights reserved.
Values, Attitudes, and Job
Satisfaction
6
McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved.
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
6-2
Ch. 6 Learning Objectives
1. Distinguish between terminal and instrumental values, and describe three types of value conflict.
2. Describe the values model of work/family conflict, and specify at least three practical lessons from work/family conflict research.
3. Identify the three components of attitudes and discuss cognitive dissonance.
4. Explain how attitudes affect behavior in terms of Ajzen’s theory of planned behavior.
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
6-3
Ch. 6 Learning Objectives
5. Describe the model of organizational commitment.
6. Define the work attitudes of job involvement and job satisfaction.
7. Identify and briefly describe five alternative causes of job satisfaction.
8. Identify eight important correlates/consequences of job satisfaction, and summarize how each one relates to job satisfaction.
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
6-4
Your ExperienceWhat was the primary reason you’ve ever quit a job?
a. Didn’t like my bossb. I wasn’t a fit with the company culturec. Better pay somewhere elsed. More interesting or challenging work
somewhere elsee. I’ve never quit a jobf. Other
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6-5
Instrumental and Terminal Values
Instrumental Values alternative behaviors or means by which we achieve desired ends
Examples?
Terminal Values
desired end-states or life goals
Examples?
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6-6
Value ConflictsIntrapersonal Value Conflict
Interpersonal Value Conflict
Individual-Organizational
Value Conflict
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Test Your KnowledgeMatch the types of conflicts with the descriptions below1. Intrapersonal Value Conflict2. Interpersonal Value Conflict3. Individual-Organization Value Conflict
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A.A. I want to be healthy by exercising regularly; I want I want to be healthy by exercising regularly; I want to advance my career by working hard and be to advance my career by working hard and be involved in my children’s life.involved in my children’s life.
B.B. I want to be healthy; My organization values I want to be healthy; My organization values smoking.smoking.
C.C. I want to be honest by reporting company financials I want to be honest by reporting company financials accurately; My coworker values a bonus that would accurately; My coworker values a bonus that would come from reporting booked income early.come from reporting booked income early.
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
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A Values Model of Work/Family Conflict
Family Values
Value Similarit
y
Work Values
Value Congruence
Work/Family Conflict
Value Attainment
Job and Life
Satisfaction
General Life Values
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6-9
Test Your KnowledgeTrue or False?1. Generation X fathers are equally as involved
with the children as mothers.2. Having lots of specific family-friendly
programs is more important than having a family-friendly culture
3. Work flexibility in terms of when, where and how employees get their jobs done is essential for work/life balance.
4. Self-employed people experience higher levels of work-family stress than those employed by organizations.
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
6-10
AttitudesAttitude is defined as “a learned predisposition to respond in a consistently favorable or unfavorable manner with respect to a given object”When are attitudes most susceptible to change?
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6-11
Attitudes
Three components of an attitude•Affective: feelings or emotions about an object
•Behavioral: how one intends to act toward someone or something
•Cognitive: beliefs or ideas one has about an object
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6-12
Test Your KnowledgeWhich attitude component is depicted by each of these statements?
A=Affective, B=Behavioral, or C=Cognitivea. “I like going to work.”b. “Working allows me to afford what I
need and want.”c. “I intend to quit my job.”d. “Working with my coworkers is
frustrating.”e. “I believe working helps contribute to
society.”
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
6-13
Cognitive DissonanceCognitive Dissonance•Psychological
discomfort experienced when attitudes and behavior are inconsistent
•How can you reduce cognitive dissonance?
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6-14
Ajzen’s Theory of Planned Behavior
Attitude toward thebehavior
Subjectivenorm
Perceived behavioral
control
Intention Behavior
Figure 6-2
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6-15
Timeline of Work Values and Attitudes
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Work AttitudesOrganizational Commitment extent to which an individual identifies with an organization and its goals
Why does organizational commitment matter?
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Model of Organizational Commitment
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Test Your KnowledgeDylan is independently wealthy but works very hard at his job. He believes in the values of the company and enjoys devoting time to accomplishing the company goals. Dylan most likely has _________.a. Affective commitmentb. Normative commitmentc. Continuance commitment
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Work AttitudesJob Involvement extent to which an individual is immersed in his or her personal job
Job Satisfaction is an affective or emotional response toward various facets of one’s job
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6-20
Causes of Job SatisfactionNeed FulfillmentDiscrepanciesValue AttainmentEquityDisposition/ Genetic Components
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Correlates of Job Satisfaction
Cha
pter
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Supplemental Slides
6
6-22
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6-23
Video Cases
PatagoniaLeaving Corporate America
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6-24
Smashing the Clock: Best-Buy’s Cultural Experiment
Problem: Best Buy employees suffered stress, burnout, and there was high turnoverSolution: Results Only Work Environment (ROWE)• “No mandatory meetings; never required to be
at work; performance is based on output, not hours”
• “The official policy …. is that people are free to work wherever they want, whenever they want, as long as they get their work done. “
Results: • Average voluntary turnover has fallen drastically• Productivity is up an average 35% • Employee engagement has increased.
Source: Conlin, M. Smashing the Clock, Business week, November, 2006,
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6-25
Engagement: Why am I Here?
What percentage of the American workforce do NOT know or understand their employer’s business strategy and are not engaged in their jobs?
A. 10%B. 35%C. 66%D. 80%
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6-26
Job Embeddedness
Job Embeddedness•contributes to employees’ decisions to
stay or go beyond org. commitment and job satisfaction. Comprised of:
Fit: the extent job and community are similar or fit with other aspects in a person’s lifeLinks: the person has links to other people or activitiesSacrifice: what would the person sacrifice if he/she left
Source: Holtom, B.C., Mitchell, T. R., and Lee, T.W. Increasing human and social capital by applying job embeddedness theory, Organizational Dynamics, Vol. 35.(4), 316-331, 2006.
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
6-27
Job Embeddedness
These are important both on and off the job• Organization• Community
Thus, the better the fit between the organization and community,the more links to both the organization and community, and the greater the sacrifice to the individual if he/she left the less likely an employee is to leave
Source: Holtom, B.C., Mitchell, T. R., and Lee, T.W. Increasing human and social capital by applying job embeddedness theory, Organizational Dynamics, Vol. 35.(4), 316-331, 2006.
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
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Job Embeddedness
Source: Holtom, B.C., Mitchell, T. R., and Lee, T.W. Increasing human and social capital by applying job embeddedness theory, Organizational Dynamics, Vol. 35.(4), 316-331, 2006.
Company Practice Aspect Strengthened
SEI Investments Open floor plan so everyone feels equal
Fit-Organization
Deloitte & Touche, PWC
Referral bonuses including new cars
Link-Organization
Booz Allen & Hamilton 2/3rds of employees have flexible work arrangement
Sacrifice-Organization
Bingham McCutchen Box seats at Fenway Park Fit-Community
Texas Instruments Sponsors day camps for kids
Link-Community
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6-29
Sick Leave or Free Day Off?
38% of unscheduled absences are due to personal illness. 62% call in sick due to:•23% Family issues•18% Personal needs•11% Stress•10% Entitlement mentality
When is it ethical to use sick days?What can corporations do to control cost yet meet employee’s needs?
Source: Gardner, M. Arizona Republic, Sick leave or free day off?, D3, 1/15/05
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6-30
Flextime
Flexible arrival time
Core periodFlexible
departure time
7:00 a.m. 9:00 a.m. 3:30 p.m.
6:00 p.m.
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6-31
Change in Male Perspectives
I would sacrifice family time for exciting opportunities and higher pay at my job•21%
I would sacrifice exciting opportunities and higher pay at my job for more time with my family•72%
Generally speaking, do you prefer a male or female boss?•55% No Preference
•34% - Male•9% Female
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
6-320 500 1,000 1,500 2,000 2,500 3,000
S. Korea
Greece
US
Germany
Norway
Avg.HoursWorked/ Year
Average Work Weeks Across Countries
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6-33
Launching Flextime ProgramsUse flex policies to lure new employees by mentioning it in job openingsRecognize that flextime isn’t a perk, it’s a strategic toolEmpower employees to craft flexible solutionsExpect employees to make a business case for going flextime
Give employees a formal structure for planning and implementing a flexible scheduleShare success storiesAdopt a flex policy on a small scale and measure the results
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6-34
Modern Technology Interferes with Work-Life Balance
“Electronic Leashes” might actually keep flextime employees working rather than using their free time for family obligations:• Laptop computers• Mobile phones• Personal digital
assistants• Tracking devices• Wireless and high-
speed Internet access
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Deci’s Cognitive Evaluation Theory
Job Performance
An external locus of control; diminished sense of competence and self-determination
Control Aspect
Contingent rewards that are expected by the recipient
An internal locus of control; enhanced sense of competence and self-determination
Informational Aspect
Unexpected, noncontingentrewards or instructivefeedback
Reward Self-Perception
Erosionof intrinsic motivation
Enhancementof intrinsic motivation
Perceived Salience
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6-36
Americans More Unhappy with Jobs
0%
10%
20%
30%
40%
50%
60%
70%
1995 2002 1995 2002
Americans NotSatisfied with TheirJobs
Americans Satisfiedwith Their Jobs
New EnglandersNot Satisfied withtheir jobs
New EnglandersSatisfied with theirjobs
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Training Managers to Curb Turnover
Teach them to provide daily informal feedback to employeesTrain them to ask employees regularly about their own training needsTeach managers to be flexible
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What Makes Them Stay
Exciting work and challengeCareer growth, learning and developmentFair pay and benefitsRelationships and working with a great bossPride in the organization, its mission and its productGreat work environment or cultureBeing recognized, valued and respectedMeaningful work, making a differenceAutonomy
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Retention TipsFocus initially on the executive groupPresent a retention business case to the executive teamMake retention mandatoryDesign retention as an OD interventionUse exit interviewsConduct routine sensing interviewsFocus on the histories and culture of acquired employeesView recruiting as ongoing and proactiveKeep track of employment trends
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Retention Tips Cont.
Treat your people like VIPs—Very Individual PeopleLeverage the strengths of the current team membersDevelop individualized retention plansProvide clear development plans and learning opportunitiesStay connected with previous employeesPlan challenges for knowledge-based peopleCommunicate goals, strategies and successesMaintain a warrior spirit towards retention
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
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Conclusion
Questions for discussion