eleventh edition

organizational behavior

stephen p. robbins

Chapter 3

Values, Attitudes, and Job Satisfaction

ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H 2005 Prentice Hall Inc. All rights reserved. E D I T I O N PowerPoint Presentation by Charlie Cook WWW.PRENHALL.COM/ROBBINS

OBJECTIVES LEARNING

After studying this chapter, you should be able to:

1. Contrast terminal and instrumental values.
2. List the dominant values in todays 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.

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O B J E C T I V E S (contd) LEARNING

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.

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Values
Values Basic convictions that a specific mode 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. Value System

A hierarchy based on a ranking of an individuals values in terms of their intensity.

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Importance of Values
Provide understanding of the attitudes, motivation, and behaviors of individuals and cultures. 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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Types of 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 ones terminal values.

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Values in the Rokeach Survey

Source: M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973).

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Values in the Rokeach Survey (contd)

Source: M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973).

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Mean Value Rankings of Executives, Union Members, and Activists

Source: Based on W. C. Frederick and J. Weber, The Values of Corporate Managers and Their Critics: An Empirical Description and Normative Implications, in W. C. Frederick and L. E. Preston (eds.) Business Ethics: Research Issues and Empirical Studies (Greenwich, CT: JAI Press, 1990), pp. 12344.

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Dominant Work Values in Todays Workforce

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Values, Loyalty, and Ethical Behavior

Ethical Values and Behaviors of Leaders

Ethical Climate in the Organization

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Hofstedes Framework for Assessing Cultures

Power Distance
The extent to which a society accepts that power in institutions and organizations is distributed unequally.

low distance: relatively equal distribution high distance: extremely unequal distribution

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Hofstedes Framework (contd)

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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Hofstedes Framework (contd)

Achievement The extent to which societal values are characterized by assertiveness, materialism and competition. Nurturing The extent to which societal values emphasize relationships and concern for others.

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Hofstedes Framework (contd) Uncertainty Avoidance

The extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them.

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Hofstedes Framework (contd)

Long-term Orientation A national culture attribute that emphasizes the future, thrift, and persistence.

Short-term Orientation A national culture attribute that emphasizes the past and present, respect for tradition, and fulfilling social obligations.
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The GLOBE Framework for Assessing Cultures

Assertiveness Future Orientation Gender differentiation Uncertainty avoidance Power distance Individual/collectivism In-group collectivism Performance orientation Humane orientation

Source: M. Javidan and R. J. House, Cultural Acumen for the Global Manager: Lessons from Project GLOBE, Organizational Dynamics, Spring 2001, pp. 289305.

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Attitudes

Attitudes
Evaluative statements or judgments concerning objects, people, or events.

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 toward someone or something.

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Types of Attitudes
Job Satisfaction A collection of positive and/or negative feelings that an individual holds toward his or her job.

Job Involvement Identifying with the job, actively participating in it, and considering performance important to self-worth. Organizational Commitment Identifying with a particular organization and its goals, and wishing to maintain membership in the organization.
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The Theory of Cognitive Dissonance Cognitive Dissonance

Any incompatibility between two or more attitudes or between behavior and attitudes.

Desire to reduce dissonance

Importance of elements creating dissonance Degree of individual influence over elements

Rewards involved in dissonance

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Measuring the A-B Relationship

Recent research indicates that 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

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Self-Perception Theory
Attitudes are used after the fact to make sense out of an action that has already occurred.

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An Application: Attitude Surveys

Attitude Surveys Eliciting responses from employees through questionnaires about how they feel about their jobs, work groups, supervisors, and the organization.

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Sample Attitude Survey

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Attitudes and Workforce Diversity

Training activities that can reshape employee attitudes concerning diversity:
Participating in diversity training that provides for selfevaluation and group discussions.
Volunteer work in community and social serve centers with individuals of diverse backgrounds. Exploring print and visual media that recount and portray diversity issues.

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Job Satisfaction
Measuring Job Satisfaction
Single global rating Summation score

How Satisfied Are People in Their Jobs?

Job satisfaction declined to 50.4% in 2002 Decline attributed to:
Pressures to increase productivity and meet tighter deadlines Less control over work

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The Effect of Job Satisfaction on Employee Performance

Satisfaction and Productivity
Satisfied workers arent 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 retain high performers and to weed out lower performers.

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How Employees Can Express Dissatisfaction

Exit
Behavior directed toward leaving the organization.

Voice
Active and constructive attempts to improve conditions.

Loyalty
Passively waiting for conditions to improve.

Neglect
Allowing conditions to worsen.

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Responses to Job Dissatisfaction

Source: C. Rusbult and D. Lowery, When Bureaucrats Get the Blues, Journal of Applied Social Psychology. 15, no. 1, 1985:83. Reprinted with permission.

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Job 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.

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Job Satisfaction and Customer Satisfaction

Satisfied employees increase customer satisfaction because:
They are more friendly, upbeat, and responsive. They are less likely to turnover which helps build longterm customer relationships. They are experienced.

Dissatisfied customers increase employee job dissatisfaction.

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