LEC.

-4
ORGANIZATIONAL BEHAVIOR

Learning,
Values,
Attitudes,
and Job
Satisfaction
AFTER STUDYING CHAPTER THREE AND LISTENING TO MY
LECTUER, YOU SHOULD BE ABLE TO:

1. Learning Theories.
2. Contrast terminal and instrumental values.
3. List the dominant values in today’s workforce.
4. Identify the five value dimensions of national
culture.
5. Contrast the three components of an attitude.
6. Summarize the relationship between attitudes
and behavior.
7. Identify the role consistency plays in attitudes.
AFTER STUDYING CHAPTER THREE AND LISTENING TO MY
LECTUER, YOU SHOULD BE ABLE TO:

7. State the relationship between

job satisfaction and behavior.
8. Identify four employee
responses to dissatisfaction.
learning

A relatively permanent change in

behavior that occur as a result of
a persons interaction with the
environment.
Learning explicit and tacit knowledge

Explicit Knowledge:
Knowledge is organized and can be communicated from
one person to another.

Tacit Knowledge:
Knowledge embedded in our actions and ways of thinking
and transmitted only through observation and
experience.
There are four main ways of learning
explicit and tacit:

 Reinforcement.
 Feedback.
 Social Learning.
 Direct Experience.
Learning theories

Cognitive Learning:
Learning through problem solving involving conscious though.

Behavioral Learning:
A approach to learning which only takes observable events into
account.
Classical conditioning:
Learning through association of a neutral stimulus with a conditioned
stimulus.
Operant conditioning:
Learning which occur when certain behavior increases in frequency
due to its reinforcing consequence.
Reinforcement:
A consequences of behavior that
Increases the likelihood of that behavior
Re-occurring.
Positive Reinforcement:
Negative Reinforcement:
A consequences of behavior
Behavior that is rewarded by
that consist of gaining
removing an aversive situation.
A reward.

Punish: Extinction:
Occur when target behavior
The pairing of aversive stimulus decreases because no
With an undesirable act. consequences follow it.
Values
Importance of Values in OB

Values are important to the study of organizational behavior because

they lay the foundations for the understanding of attitudes and
motivation and because they influence our perceptions.

Example:
Suppose you enter an organization with the view that allocating pay
on the basis of performance is right, while allocating pay on the basis
of seniority is wrong. How are you going to react if you find that the
organization you have just joined rewards seniority and not
performance? You are likely to be disappointed and that leads to job
dissatisfaction. Would your attitude be different if your values aligned
with the organization’s pay policies? Most likely.
Types of Values – Rokeach Value
Survey
Values in
the
Rokeach
Survey
 Values
in the
Rokeach
Survey
(cont’d)
 Mean Value
Rankings of
Executives, Union
Members, and
Activists
Dominant Work Values in Today’s Workforce
Values, Loyalty, and Ethical Behavior

Ethical Values and

Behaviors of
Leaders

Ethical
Ethical Climate
Climate in
in
the
the Organization
Organization
Hofstede’s Framework
for Assessing Cultures

Power
Collectivisms Individualism
Distance

Quality Quantity
Of life Of life

Uncertainty Long-term Short-term

avoidance orientation oriented
 The ••Assertiveness
Assertiveness
GLOBE ••Future
FutureOrientation
Orientation
Framewor ••Gender
Genderdifferentiation
differentiation
k
••Uncertainty
Uncertaintyavoidance
for avoidance
Assessing ••Power
Powerdistance
distance
••Individual/collectivism
Individual/collectivism
Cultures ••In-group
In-groupcollectivism
collectivism
••Power
Powerorientation
orientation
••Humane
Humaneorientation
orientation
Attitudes
Types of Attitudes

Job Satisfaction

Job Involvement

Organizational
Commitment
The Theory of Cognitive Dissonance

Desire to reduce dissonance

• Importance of elements creating dissonance
• Degree of individual influence over elements
• Rewards involved in dissonance
Measuring the A-B Relationship
Recent research indicates that the attitudes (A)
significantly predict behaviors (B) when moderating
variables are taken into account.
Self-Perception Theory
An Application: Attitude Surveys
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

 Satisfaction and Turnover

 Satisfaction and Absenteeism

Responses to Job Dissatisfaction
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.
Organizational Values and Work Values

 What are organizational Values?

 What are work values?

Organizational Values

 Power
 Elitism (superiority)
 Rewards
 Effectiveness
 Efficiency
 Fairness
 Teamwork
 Law and Order
 Defense
 Competitiveness
 Opportunism
Work Values
 Commitment
 Self-Motivation
 Integrity
 Hard Work
 Trust
 Achievement
 Contentment
 Career progress