Values, Attitudes, Job Satisfaction, and Counterproductive Work Behaviors

McGraw-Hill/Irwin

Chapter 6
Copyright 2010 by the McGraw-Hill Companies, Inc. All rights reserved.
2008The McGraw-Hill Companies, Inc. All rights reserved.

Ch. 6 Learning Objectives

1. Explain Schwartzs value theory 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 Ajzens theory of planned behavior.
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Ch. 6 Learning Objectives

5. Describe the model of organizational commitment. 6. Define the work attitudes of job involvement/employee engagement 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. 9. Identify the causes of counterproductive work 6-3 behavior and measures to prevent it.

Your Experience
What was the primary reason youve ever quit a job?
a. b. c. d. Didnt like my boss I wasnt a fit with the company culture Better pay somewhere else More interesting or challenging work somewhere else e. Ive never quit a job f. Other
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Schwartzs Value Theory

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Schwartzs Value Theory

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Value Conflicts
Intrapersonal Value Conflict

Interpersonal Value Conflict

Individual-Organizational Value Conflict

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Test Your Knowledge

Match the types of conflicts with the descriptions below
1. 2. 3. Intrapersonal Value Conflict Interpersonal Value Conflict Individual-Organization Value Conflict

--------------------------------------------------------------------A. I want to be healthy by exercising regularly; I want to advance my career by working hard and be involved in my childrens life. B. I want to be healthy; My organization values smoking. C. I want to be honest by reporting company financials accurately; My coworker values a bonus that would come from reporting booked income early. 6-8

A Values Model of Work/Family Conflict

Family Values Value Similarity

General Life Values

Work/Family Conflict

Value Attainment

Job and Life Satisfaction

Value Congruence

Work Values
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Test Your Knowledge

True or False?
1. Having lots of specific family-friendly programs is more important than having a family-friendly culture 2. Work flexibility in terms of when, where and how employees get their jobs done is essential for work/life balance. 3. Managers perceived as having higher work-life balance were rated less promotable.

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Attitudes
Attitude is defined as
a learned predisposition to respond in a consistently favorable or unfavorable manner with respect to a given object How do attitudes affect our behavior?
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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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Test Your Knowledge

Which attitude component is depicted by each of these statements?
A=Affective, B=Behavioral, or C=Cognitive a. 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.
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Cognitive Dissonance
Cognitive Dissonance Psychological discomfort experienced when attitudes and behavior are inconsistent How can you reduce cognitive dissonance?
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Ajzens Theory of Planned Behavior

Attitude toward the behavior Subjective norm

Intention

Behavior

Perceived behavioral control

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Timeline of Work Values and Attitudes

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Work Attitudes
Organizational 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 Knowledge

Dylan 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 commitment b. Normative commitment c. Continuance commitment
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Work Attitudes
Job Involvement extent to which an individual is immersed in his or her personal job Employee Engagement is an individuals involvement, satisfaction, and enthusiasm for work

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Work Attitudes
Job Satisfaction is an affective or emotional response toward various facets of ones job
Can be satisfied with some elements of the job but not others

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Causes of Job Satisfaction

Need Fulfillment

Disposition/ Genetic Components

Job Satisfaction

Discrepancies

Equity

Value Attainment
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Correlates of Job Satisfaction

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Values, Attitudes, Job Satisfaction, and Counterproductive Work Behaviors Supplemental Slides

Chapter 6
2008The McGraw-Hill Companies, Inc. All rights reserved.

Keeping Your A Players

When economy is bad, lay-offs are often a knee-jerk reaction that have long-term implications Home Depot wanted to retain its best talent and improve morale
Reduced sales and profit targets to challenging, yet achievable numbers Result highest ever percentage of in-store employees earned bonuses

McGregor, J. Keeping Talent in the Fold, BusinessWeek, 11/3/2008.

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Building Morale During Tough Times

Even when times are tough overcommunicate Effective leaders know
They dont have to have all the answers People want to know the truth, even if its ugly Stay optimistic and upbeat Keep your vision clear

Source: Colvin, G. How to Manage Your Business in a Recession, Fortune, 1/19/2009

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Survey says flexibility a plus.

73% of organizations offer flextime 33% offer part-time opportunities

Retention 76% report flextime boosts employee morale 64% say flextime bolsters retention rates

Source: Survey of 560 Organizations by the institute for Corporate Productivity, Training, July/August 2008

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Employee Engagement and Retention

Open, Honest Communication Set a Clear Direction Promote Stability and Security Emphasize Career Growth Recognize and Reward High Performance Focus on Retention

Source: Bos, J. Building Engagement in an Economic Crisis, Workforce Management, April 20, 2009 6-28

Video Cases
Patagonia Leaving Corporate America

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Smashing the Clock: Best-Buys Cultural Experiment

Problem: Best Buy employees suffered stress,
burnout, and there was high turnover Solution: 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% 6-30 Employee engagement has increased.

Source: Conlin, M. Smashing the Clock, Business week, November, 2006,

Engagement: Why am I Here?

What percentage of the American workforce do NOT know or understand their employers business strategy and are not engaged in their jobs?
A. 10% B. 35% C. 66% D. 80%
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Job Embeddedness
Job Embeddedness
contributes to employees decisions to stay or go beyond org. commitment and job satisfaction. Comprised of:

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. 6-32

Fit: the extent job and community are similar or fit with other aspects in a persons life Links: the person has links to other people or activities Sacrifice: what would the person sacrifice if he/she left

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.

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Job Embeddedness
Company SEI Investments Deloitte & Touche, PWC Booz Allen & Hamilton Practice Open floor plan so everyone feels equal Aspect Strengthened Fit-Organization

Referral bonuses including new Link-Organization cars 2/3rds of employees have flexible work arrangement SacrificeOrganization

Bingham McCutchen
Texas Instruments

Box seats at Fenway Park

Sponsors day camps for kids

Fit-Community
Link-Community

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.

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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 employees needs? 6-35
Source: Gardner, M. Arizona Republic, Sick leave or free day off?, D3, 1/15/05

Flextime

Flexible arrival time

Core period

Flexible departure time

7:00 a.m.

9:00 a.m.

3:30 p.m.

6:00 p.m.

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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

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Average Work Weeks Across Countries

Norway

Germany

US

Avg. Hours Worked / Year

Greece

S. Korea

500

1,000

1,500

2,000

2,500

3,000

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Launching Flextime Programs

Use flex policies to lure new employees by mentioning it in job openings Recognize that flextime isnt a perk, its a strategic tool Empower employees to craft flexible solutions Expect employees to make a business case for going flextime Give employees a formal structure for planning and implementing a flexible schedule Share success stories Adopt a flex policy on a small scale and measure the results

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Modern Technology Interferes with WorkLife 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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Decis Cognitive Evaluation Theory

Reward
Control Aspect
Contingent rewards that are expected by the recipient

Self-Perception
An external locus of control; diminished sense of competence and self-determination Erosion of intrinsic motivation

Job Performance

Perceived Salience

Informational Aspect
Unexpected, noncontingent rewards or instructive feedback

An internal locus of control; enhanced sense of competence and self-determination

Enhancement of intrinsic motivation

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Americans More Unhappy with Jobs

70% 60% 50% 40% 30% 20% 10% 0% 1995 2002 1995 2002 Americans Not Satisfied with Their Jobs Americans Satisfied with Their Jobs New Englanders Not Satisfied with their jobs New Englanders Satisfied with their jobs
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Training Managers to Curb Turnover

Teach them to provide daily informal feedback to employees Train them to ask employees regularly about their own training needs Teach managers to be flexible
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What Makes Them Stay

Exciting work and challenge Career growth, learning and development Fair pay and benefits Relationships and working with a great boss Pride in the organization, its mission and its product Great work environment or culture Being recognized, valued and respected Meaningful work, making a difference Autonomy
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Retention Tips
Focus initially on the executive group Present a retention business case to the executive team Make retention mandatory Design retention as an OD intervention Use exit interviews Conduct routine sensing interviews Focus on the histories and culture of acquired employees View recruiting as ongoing and proactive Keep track of employment trends
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Retention Tips Cont.

Treat your people like VIPsVery Individual People Leverage the strengths of the current team members Develop individualized retention plans Provide clear development plans and learning opportunities Stay connected with previous employees Plan challenges for knowledge-based people Communicate goals, strategies and successes Maintain a warrior spirit towards retention
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Conclusion
Questions for discussion

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