Values Attitudes and Job Satisfaction - Soumi Rai

Created by Soumi Rai. Copyright material.
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Values,
Attitudes, and
Job Satisfaction
Created by Soumi Rai. Copyright
material.
1
What are Values, Attitudes, and
Moods and Emotions
Values
Describe what managers try to achieve
through work and how they think they
should behave.
Attitudes
Capture managers thoughts and feelings
about their specific jobs and organizations.
Moods and Emotions
Encompass how managers actually feel
when they are managing.
material.
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Values
Values
Basic convictions that a specific mode of
conduct is personally or socially preferable to
an opposite or converse mode of conduct.
Values are deeply held beliefs about what is
good, right, and appropriate. Values are deep-
seated and remain constant over time.
Value System
A hierarchy based on a ranking of an
individuals values in terms of their
intensity.
material.
3
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.
4
Values: Terminal and Instrumental
Terminal Values
A personal conviction about life-long
goals
A sense of accomplishment,
equality, and self-respect.
Instrumental Values
A personal conviction about desired
modes of conduct or ways of behaving
Being hard-working, broadminded,
capable.
5
Values
in the
Rokeach
Survey
Source: M. Rokeach, The Nature of Human
Values (New York: The Free Press, 1973).
6
Values in
the
Rokeach
Survey
(contd)
Source: M. Rokeach, The Nature of Human
Values (New York: The Free Press, 1973).
7
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.
8
Individualism
as a Work-Related Value
Individualism= the tendency of people to look after
themselves and their immediate family, which implies a
loosely integrated society
In cultures that emphasize individualism, people view
themselves as independent, unique, and special; value
individual goals over group goals; value personal identity,
personal achievement, pleasure, and competition; accept
interpersonal confrontation; and are less likely to conform
to others expectations
Such cultures include the United States, Australia, New
Zealand and the United Kingdom
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Collectivism
as a Work-Related Value
Collectivism= the tendency of people to emphasize their
belonging to groups and to look after each other in
exchange for loyalty
Cultures that emphasize collectivism are characterized by
a tight social framework, concern for the common welfare,
emotional dependence of individuals on larger social units,
a sense of belonging, a desire for harmony, with group
goals being viewed as more important than individual
goals, and a concern for face-saving
Such cultures include Japan, China, Venezuela, and
Indonesia
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Organizational Values
Organizations operate well only when
shared values exist among employees
Personal values guide both on- and
off-the-job behavior
Societys values impact organizational
values
Interactive nature of work, leisure,
family, and community
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Organizational Culture
Organizational culture involves shared
Expectations
Values
Attitudes
It exerts influence on
Individuals
Groups
Organizational processes
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Organizational Culture
The more employees share and
accept the core values
The stronger the culture
The more it influences behavior
Artificially imposing a culture is
often met with resistance
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Attitudes and Individual Behavior
Attitudes
Comprises of beliefs and feelings that people
have about specific ideas, situations, or other
people.
The Three Components of Attitudes:
Affective component reflects the feelings and
emotions an individual has toward a situation
(i.e., how we feel).
Cognitive component is derived from perceived
knowledge (i.e., why we feel the way we feel).
Intentional component is how a person expects
to behave in a given situation (i.e., what we
intend do about the situation).
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Attitudinal Components
Affective
Component
How we feel
toward the
situation
Cognitive
Component
Why we feel
that way
Intentional
Component
How we intend to
behave toward or
in the situation
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Attitudes and Individual
Behavior
Cognitive Dissonance
The mental discomfort that individuals experience
when their own attitudes are in conflict with their
intended behavior.
Desire to reduce dissonance
Importance of elements creating dissonance
Degree of individual influence over elements
Rewards involved in dissonance
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Work-Related Attitudes
Job Satisfaction or Dissatisfaction
An attitude that reflects the extent to which an individual
is gratified or fulfilled by his or her work.
Job Satisfaction and Work Behaviors
Job satisfaction is influenced by personal, group, and
organizational factors.
Satisfied employees are absent from work less often,
make positive contributions, and stay with the
organization.
Dissatisfied employees are absent from work more often,
may experience stress which disrupts coworkers, and
are continually looking for another job.
17
Job Satisfaction and Work Behaviors
High levels of job satisfaction do not necessarily
lead to high job performance.
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Job satisfaction
Job dissatisfaction
Inequity feelings
Outcomes/
inputs
of others
Past
experience
Job Satisfaction Model
Amount
Expected
Perceived
amount
received
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How Employees Can Express
Dissatisfaction
Exit
Behavior directed
toward leaving the
organization.
Voice
Active and constructive
attempts to improve
conditions.
Neglect
Allowing conditions to
worsen.
Loyalty
Passively waiting for
conditions to improve.
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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.
material.
21
Sample Attitude Survey
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Sample Items from
Measures of Satisfaction
Source: R.B. Dunham and J. B. Herman,
Development of a Female Face Scale for Measuring
Job Satisfaction. Journal of Applied Psychology 60
(1975): 62931.
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-1
0
1
2
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Organizational Commitment
An attitude that reflects an individuals identification
with and attachment to an organization.
Organizational Commitment and Work Behaviors
Employee commitment strengthens with an individuals
age, years with the organization, sense of job security,
and participation in decision making.
Committed employees have highly reliable habits, plan
a longer tenure with the organization, and muster more
effort in performance.
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Organizational Commitment
Affective commitment
Emotional attachment to,
identification with, and
involvement in an
organization
Continuance commitment
Belief that staying with the
organization serves your
personal interests
25
Building Organizational
Commitment
Maintain fairness and
satisfaction
Provide some job security
Support organizational
comprehension
Involve employees in
decisions
Build trust
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A Measure of
Organizational
Commitment
Source: L. W. Porter and F. J. Smith, Organizational
Commitment Questionnaire, in J. D. Cook, S. J. Hepworth, T.
D. Wall, and P. B. Warr, eds., The Experience of Work: A
Compendium and Review of 249 Measures and Their Use
(New York: Academic Press, 1981), 8486.
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Organizational Citizenship Behaviors
Behaviors that are not required of
organizational members but that
help the firm in gaining a
competitive advantage.
Managers with high satisfaction
are more likely perform these
above and beyond the call of
duty behaviors.
Managers who are satisfied with
their jobs are less likely to quit.
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Satisfied employees increase customer
satisfaction because:
They are more friendly, upbeat, and
responsive.
They are less likely to turnover which
helps build long-term customer
relationships.
They are experienced.
Dissatisfied customers increase
employee job dissatisfaction.

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