ORGANIZATIONAL BEHAVIOR

OBJECTIVES LEARNING

AFTER STUDYING CHAPTER THREE AND LISTENING TO MY LECTUER, YOU SHOULD BE ABLE TO: 1. Contrast terminal and instrumental values. 2. List the dominant values in todays workforce. 3. Contrast the three components of an attitude. 4. Summarize the relationship between attitudes and behavior. 5. Identify the role consistency plays in attitudes.

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.

Values

Types of Values - Rokeach Value Survey

Values in the Rokeach Survey

EXHIBIT

3-1a

Values in the Rokeach Survey (contd)

EXHIBIT

3-1b

Mean Value Rankings of Executives, Union Members, and Activists

EXHIBIT

3-2

Attitudes

Types of Attitudes

The Theory of Cognitive Dissonance

Desire to reduce dissonance

Importance of elements creating dissonance Degree of individual influence over elements Rewards involved in dissonance

An Application: Attitude Surveys

Sample Attitude Survey

EXHIBIT

3-5

Job Satisfaction
Measuring Job Satisfaction
Single global rating Summation score

How Satisfied Are People in Their Jobs?

Job satisfaction declined to 50.7% in 2000 Decline attributed to:
Pressures to increase productivity Less control over work

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 cultivate high performers and to weed out lower performers.

Responses to Job Dissatisfaction

EXHIBIT

3-6

How Employees Can Express Dissatisfaction

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.