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Values, Attitudes, Values, Attitudes, Job Satisfaction,Job Satisfaction,
and and Counterproductive Counterproductive
WorkWorkBehaviorsBehaviors
Chapter Six
6-2
Learning Objectives
LO.1 Explain Schwartz’s value theory, and describe three types of value conflict.
LO.2 Describe the values model of work–family conflict, and specify at least three practical lessons from
work–family conflict research.
LO.3 Identify the three components of attitudes and discuss cognitive dissonance.
LO.4 Explain how attitudes affect behavior in terms of Ajzen’s theory of planned behavior.
LO.5 Describe the model of organizational commitment.
6-3
Learning Objectives (cont.)
LO.6 Define the work attitudes of employee engagement and job satisfaction.
LO.7 Identify and briefly describe five alternative causes of job satisfaction.
LO.8 Identify eight important correlates/consequences of job satisfaction, and summarize how each one
relates to job satisfaction.
LO.9 Identify the causes of counterproductive work behaviors and the measures used to prevent them.
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Definition of Values and Motives in Schwartz’s Theory
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A Values Model of Work–Family Conflict
6-6
The Nature of Attitudes
Affective component the feelings or emotions one has about an
object or situation
Cognitive component the evaluation or belief one has about an object
or situation
Behavioral component how one intends to act or behave toward
someone or something
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When Attitudes and Reality Collide: Cognitive Dissonance
Cognitive dissonance psychological discomfort a person experiences
when his or her attitudes or beliefs are incompatible with his or her behavior
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Cognitive Dissonance
How people reduce dissonance
1.Change your attitude or behavior, or both
2.Belittle the importance of the inconsistent behavior
3.Find consonant elements that outweigh the dissonant ones
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Determinants of Intention
Attitude toward the behavior the degree to which a person has a favorable
or unfavorable evaluation or appraisal of the behavior in question.
Subjective norm refers to the perceived social pressure to
perform or not to perform the behavior
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Ajzen’s Theory of Planned Behavior
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Organizational Commitment
Organizational commitment reflects the extent to which an individual
identifies with an organization and is committed to its goals.
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A Model of Organizational Commitment
6-13
Causes of Job Satisfaction
Need fulfillment extent to which the characteristics of a job
allow an individual to fulfill his or her needs
Discrepancies satisfaction is a result of met expectations
Value attainment Extent to which a job allows fulfillment of one’s
work values
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Correlates of Job Satisfaction
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Counterproductive Work Behavior
Counterproductive work behavior represent types of behavior that harm
employees, the organization as a whole, or organizational stakeholders such as customers and shareholders.
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