Personal Values

A basic conviction 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”
Represent in the form of conscious goals,
responses to three universal requirements with
which all individuals and societies must cope
needs of individuals as biological organisms
requisites of coordinated social interaction
requirements of the smooth functioning and survival of
groups
Values are judgmental in nature
Values have both content (a value is
important) & intensity (how important)
attributes
Tend to be relatively stable & enduring
Values are influenced by:
National culture
Societal culture
Parental Dictates
Friends, peers etc.
 Value system
A hierarchy based on a ranking of an
individual’s values in terms of their
intensity
 Types of values
Rokeach Value Survey
Terminal Values : desirable end states
of existence; the goals that a person
would like to achieve during his/her
lifetime.
Instrumental Values: preferable modes
of behavior or means of achieving one’s
terminal values
Terminal values Instrumental values
A comfortable life Ambitious
An exiting life Cheerful
A world at peace Clean
Happiness Courageous
Freedom Helpful
Self-respect Honest
Social recognition Intellectual
Inner harmony Forgiving
Pleasure Broad-minded
 Mean value Ranking of Executives

Terminal values Instrumental values

Self-respect Honest
Family security Responsible
Freedom Capable
A sense of Ambitious
accomplishment independent
Happiness
Mean value Ranking of union members

Terminal values Instrumental values

Family security Responsible
Freedom Honest
Happiness Courageous
Self-respect Independent
Mature love capable
 Mean value Ranking of Activists

Terminal values Instrumental values

Equality Honest
A world of peace Helpful
Family security Courageous
Self-respect Responsible
freedom Capable
 Values across cultures
Values differ across cultures
“managers have to become capable of
working with people from different
cultures”
Various frameworks for accessing
cultural values
 Hofstede’s Framework
Defined five value dimensions of national
culture:
Power distance: the degree to which
society accepts that power in institutions/
organizations is distributed unequally
Individualism (vs. Collectivism):
attribute describing the degree to which
people prefer to act as individuals rather
than as members of groups
Achievement (vs. Nurturing): The degree to
which values like assertiveness, acquisition of
money, material goods & competition prevails
(The degree to which people value relationships &
show sensitivity & concern for welfare of others.)
Uncertainty avoidance: preference of
structured over unstructured situations.
Long term (vs. Short term) orientation: focus
on future ( focus on past & present;respect for
tradition)
 Value Congruence
A situation wherein two or more entities
have similar value system.
Congruence between Organization’s value
system & employee’s value system
Congruence between Organization’s and
societal value system
Some level of incongruence is healthy
 Beliefs
Beliefs: Meaning that an individual
attaches to a particular thing/ object or
action.
Beliefs are influenced by:
Cultural factors
Environmental/ Functional Factors.
 Attitudes
Definition: Relatively lasting feelings,
beliefs, and behavior tendencies directed
toward specific people, groups, ideas,
issues, or objects.
Attitudes consist of three components*:
AFFECTIVE = feelings
COGNITIVE = beliefs
BEHAVIORAL = predispositions to act
Sources of Attitude formation
Learning
Classical Conditioning
Operant Conditioning
Vicarious Learning
(parents, peers, friends, role models etc)
Genetic Make up
Personality
 Types of attitudes
Job satisfaction: collection of feelings that an
individual holds towards his/her job
Job involvement: the degree to which an
individual identifies with the job & considers his
performance level important to self-worth.
Organizational commitment: the degree to
which an employee identifies with an organization
& its goals & wishes to maintain membership in
the organization
 Cognitive Dissonance Theory
Refers to any incapability that an individual
might perceive between two or more of
his/her attitudes, or between his/her
behavior & attitudes.
Individuals strive to achieve a state of
balance/stability. This depends on :
Importance
Influence &
Rewards of the elements causing dissonance
 Changing Attitudes
Attitudes can be changed by:
Providing new information
Coercion/ threat
Training & Counseling
Providing feedback to employees
Influence of friends/ peers/role models
Co-opting
Barriers to Attitude Change
Prior Commitment / Escalation of
commitment
Insufficient information (no reason to
change attitudes; lack of feedback)
 Functions of Attitudes
Attitudes help in predicting behavior
The Adjustment Function (helps people
to adjust to the work environment)
The Ego- Defensive Function (helps in
defending self-images)
The Value- Expressive Function
(provides basis to express values)
The Knowledge function (helps to
supply standards and frames of
references to organize and explain)
Antecedents of Work Related Behavior
Affective Dispositions (Personality
dispositions)
Positive Affectivity (PA): overall sense of
well being
Negative Affectivity (NA):Disposition to
experience negative emotional state
High PA ----- Positive attitudes
High NA --- Negative attitudes
Swing from PA to NA and vice versa
 Job Satisfaction
Attitude towards JOB
A Positive emotional state resulting
from the appraisal of one’s job.
Result of employee perception about
how well the job provides things that
are viewed as important
Dimensions of Job Satisfaction
It is an emotional response to a job
situation
It is often determined by how well the
outcome meets/ exceeds the job
expectation
Represents several related attitudes
 Factors that influence Job
Satisfaction
The work itself
Pay
promotions
Supervision: “Employee Centeredness”,
“Participation/ Influence”
Work group
Working conditions
 Job satisfaction is enhanced when:
Work is challenging and interesting but not tiring.
Rewards are equitable and provide feedback.
Working conditions match physical needs and
promote goal attainment.
Self-esteem is high.
Others in the organization hold similar views and
facilitate reward attainment.
Policies and procedures are clear, don’t conflict, and
aid goal attainment.
 Organizational Commitment
Employees attitude towards Organization
Refers to the strength of an employee’s involvement
in and identification with the organization
Strong organizational commitment entails:
Strong belief in/acceptance of an organization’s goals and
values
Willingness to exert considerable effort on behalf of the
organization
Strong desire to maintain membership in the organization
Higher commitment is negatively related to
absenteeism and turnover, and positively related to
productivity
 Dimensions of Organizational
Conmmitment
Based on model by Meyer and Allen:
Affective commitment : employees’
emotional attachment to, identification
with and involvement in the org.
Continuance commitment: cost
associated with leaving the org
Normative commitment: feeling of
obligation to stay with the org.
 Determinants
Personal Factors ( age,tenure in the
Organization,dispositions like PA/NA,
Locus of Control etc)
Organizational Factors (job design,
values, support, leadership style)
Non- Organizational Factors (availability
of opportunities etc)
 Outcomes
Positive relationship between Org.
Commitment and
High performance
Low turnover
Low absenteeism
Perception of positive org. climate
Enhancing Org Commitment
Commit to people-first value
Clarify and communicate your mission
Guarantee organizational justice
(grievance procedure)
Create a sense of community
Support employee development