ORGANIZATIONAL BEHAVIOR. AFTER STUDYING CHAPTER THREE AND LISTENING TO MY LECTUER, YOU SHOULD BE...
-
Upload
aldo-bridgers -
Category
Documents
-
view
215 -
download
0
Transcript of ORGANIZATIONAL BEHAVIOR. AFTER STUDYING CHAPTER THREE AND LISTENING TO MY LECTUER, YOU SHOULD BE...
ORGANIZATIONAL BEHAVIORORGANIZATIONAL BEHAVIOR
AFTER STUDYING CHAPTER THREE AND LISTENING TO MY LECTUER, YOU SHOULD BE ABLE TO:
AFTER STUDYING CHAPTER THREE AND LISTENING TO MY LECTUER, YOU SHOULD BE ABLE TO:
1. Contrast terminal and instrumental values.
2. List the dominant values in today’s workforce.
3. Identify the five value dimensions of national culture.
4. Contrast the three components of an attitude.
5. Summarize the relationship between attitudes and behavior.
6. Identify the role consistency plays in attitudes.
L E
A R
N I
N G
O
B J
E C
T I
V E
S
AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO: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.
L E
A R
N I
N G
O
B J
E C
T I
V E
S (
con
t’d
)
ValuesValues
Types of Values –- Rokeach Value SurveyTypes of Values –- Rokeach Value Survey
Values in the
Rokeach Survey
Values in the
Rokeach Survey
E X H I B I T 3-1a
Values in the
Rokeach Survey(cont’d)
Values in the
Rokeach Survey(cont’d)
E X H I B I T 3-1b
Mean Value Rankings of Executives, Union Members,
and Activists
Mean Value Rankings of Executives, Union Members,
and Activists
E X H I B I T 3-2
Dominant Work Values in Today’s WorkforceDominant Work Values in Today’s Workforce
E X H I B I T 3-3
Values, Loyalty, and Ethical BehaviorValues, Loyalty, and Ethical Behavior
Ethical Climate inEthical Climate inthe Organizationthe Organization
Ethical Climate inEthical Climate inthe Organizationthe Organization
Ethical Values and Ethical Values and Behaviors of Behaviors of
LeadersLeaders
Hofstede’s Framework for Assessing CulturesHofstede’s Framework for Assessing Cultures
Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)
Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)
Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)
Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)
The GLOBE Framework
for Assessing
Cultures
The GLOBE Framework
for Assessing
Cultures
• Assertiveness
• Future Orientation
• Gender differentiation
• Uncertainty avoidance
• Power distance
• Individual/collectivism
• In-group collectivism
• Power orientation
• Humane orientation
• Assertiveness
• Future Orientation
• Gender differentiation
• Uncertainty avoidance
• Power distance
• Individual/collectivism
• In-group collectivism
• Power orientation
• Humane orientation
E X H I B I T 3-4
AttitudesAttitudes
Types of AttitudesTypes of Attitudes
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
Measuring the A-B RelationshipMeasuring the A-B Relationship
Recent research indicates that the attitudes (A) significantly predict behaviors (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
Moderating Variables
• Importance of the attitude
• Specificity of the attitude
• Accessibility of the attitude
• Social pressures on the individual
• Direct experience with the attitude
Self-Perception TheorySelf-Perception Theory
An Application: Attitude SurveysAn Application: Attitude Surveys
Sample Attitude SurveySample Attitude Survey
E X H I B I T 3-5
Job SatisfactionJob Satisfaction
Measuring Job Satisfaction– Single global rating– Summation score
How Satisfied Are People in Their Jobs?– Job satisfaction declined to 50.7% in 2000– Decline attributed to:
• Pressures to increase productivity• Less control over work
The Effect of Job Satisfaction on Employee Performance
The Effect of Job Satisfaction on Employee Performance
Satisfaction and Productivity– Satisfied workers aren’t necessarily 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 cultivate high
performers and to weed out lower performers.
Responses to Job DissatisfactionResponses to Job Dissatisfaction
E X H I B I T 3-6
How Employees Can Express DissatisfactionHow Employees Can Express Dissatisfaction
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.