ORGANIZATIONAL BEHAVIOR

OBJECTIVES 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 today’s workforce.
3. Identify the five value dimensions of national
LEARNING

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.
O B J E C T I V E S (cont’d) 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.
LEARNING
Values

•lay the foundation for our

understanding of people’s
attitudes, motivation and
influence our perceptions
•personal values held by a
manager shape his or her
perception of a situation,
influence the analysis of
alternative solutions to a
problem, and affect the
ultimate decision made by
the leader
Types of Values –- Rokeach Value Survey
Values in
the
Rokeach
Survey

EXHIBIT 3-1a
Values in
the
Rokeach
Survey
(cont’d)

EXHIBIT 3-1b
 Mean Value Rankings of
Executives, Union Members,
and Activists

EXHIBIT 3-2
Dominant Work Values in Today’s Workforce

EXHIBIT 3-3
Values, Loyalty, and Ethical Behavior

Ethical Values and

Behaviors of Leaders

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

•high rating on power distance means that large inequalities of

power and wealth exist and are tolerated in the culture, as in a
class or caste system that discourages upward mobility
•low power distance rating characterizes societies that stress
equality and opportunity
Hofstede’s Framework (cont’d)
Hofstede’s Framework (cont’d)
Masculinity vs. femininity
A high masculinity rating
indicates the culture has separate
roles for men and women, with
men dominating the society.
A high femininity rating means
the culture sees little
differentiation between male and
female roles and treats women as
the equals of men in all respects
The United States scores
relatively high on
masculinity; most people
emphasize traditional
gender roles (at least
relative to countries such
as Denmark, Finland,
Norway, and Sweden)
 Hofstede’s Framework (cont’d)

•In cultures that score high on uncertainty avoidance, people have an increased
level of anxiety about uncertainty and ambiguity and use laws and controls to
reduce uncertainty.
•People in cultures low on uncertainty avoidance are more accepting of
ambiguity, are less rule oriented, take more risks, and more readily accept
change
Hofstede’s Framework (cont’d)
Case of China: hofstede framework

•Understanding differences in values across cultures helps

explain the behavior of employees from different countries.
According to Hofstede’s framework for assessing cultures,
China, like all Asian nations, ranks high in long-term orientation.
•China also ranks high in power distance, where the inequality of
power and wealth within the country is accepted by citizens as
part of their cultural heritage.
•Ranking low in individualism, China has a strong collectivist
culture that fosters relationships where everyone takes
responsibility for group members.
•Using these and other ratings can help organizations considering
doing business in China to predict the behaviour of employees.
 The GLOBE
Framework • Assertiveness
for • Future Orientation
Assessing • Gender differentiation
Cultures
• Uncertainty avoidance
• Power distance
• Individual/collectivism
• In-group collectivism
• Power orientation
• Humane orientation

EXHIBIT 3-4
Case:
Business
Commun-
ication
across
cultures
Attitudes
 Components of attitude
COGNITIVE/ AFFECTIVE/ BEHAVIOURAL
INFORMATIONAL EMOTIONAL -tendency of a
-it consists of belief,
values, ideas and -person’s feelings person to behave
other info. a person of likes and in a particular
has about the dislikes towards manner towards
attitude object the attitude object the attitude object

“My
pay is Attitude
low”

“I’m going to
“I am angry look for another
over how little
Attitude Object
job that pays
I’m paid.” better.”
Example of Marriott Intl.
Types of Attitudes
Types of Attitudes

Job Satisfaction
describes a positive feeling about a job, resulting from
an evaluation of its characteristics.
A person with a high level of job satisfaction holds positive
feelings about his or her job, while a person with a low
level holds negative feelings.

Employee Engagement
An individual’s involvement with, satisfaction with, and
enthusiasm for, the work she does.
The Theory of Cognitive Dissonance

Desire to reduce dissonance

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

Tobacco executives: How do these people cope with the continuing

revelations about the health dangers of smoking? They can deny any clear
causation between smoking and cancer. They can brainwash themselves by
continually articulating the benefits of tobacco. They can acknowledge the
negative consequences of smoking but rationalize that people are going to
smoke and that tobacco companies merely promote freedom of choice. They
can accept the evidence and make cigarettes less dangerous or reduce their
availability to more vulnerable groups, such as teenagers. Or they can quit
their job because the dissonance is too great.
Measuring the A-B Relationship
 Recent research indicates that the 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
Self-Perception Theory
1. Direct Measurement (likert scale and semantic differential)
2. Indirect Measurement (projective techniques and the implicit
association test)

ATTITUDE MEASUREMENT
An Application: Attitude Surveys
Sample Attitude Survey

EXHIBIT 3-5
Semantic Differential (Osgood et al. , 1957)
 The semantic differential technique asks a person to rate an issue or
topic on a standard set of bipolar adjectives (i.e. with opposite
meanings), each representing a seven point scale.
 To prepare a semantic differential scale, you must first think of a
number of words with opposite meanings that are applicable to
describing the subject of the test.
 For example, participants are given a word, for example 'car', and
presented with a variety of adjectives to describe it. Respondents tick
to indicate how they feel about what is being measured.
Projective test
 A projective test is involves presenting a person with an ambiguous
(i.e. unclear) or incomplete stimulus (e.g. picture or words). The
stimulus requires interpretation from the person. Therefore, the
person’s attitude is inferred from their interpretation of the ambiguous
or incomplete stimulus.
 The assumption about these measures of attitudes it that the person
will “project” his or her views, opinions or attitudes into the ambiguous
situation, thus revealing the attitudes the person holds.
Thematic Apperception Test
 Here a person is presented with an ambiguous picture which they have to
interpret.
The person must look at the picture(s) and tell a story. For example:

o What has led up to the event shown

o What is happening at the moment
o What the characters are thinking and feeling, and
o What the outcome of the story was

 Draw a Person Test

 Figure drawings are projective diagnostic techniques in which an
individual is instructed to draw a person, an object, or a situation so that
cognitive, interpersonal, or psychological functioning can be assessed.
 The test can be used to evaluate children and adolescents for a
variety of purposes (e.g. self-image, family relationships, cognitive
ability and personality).
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 aren’t 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.
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.
Responses to Job Dissatisfaction

EXHIBIT 3-6
How Employees Can Express Dissatisfaction
Changing Employee attitudes
Making reward system closely tied to individual or team performance.
Setting challenging goals with employees so that those with achievement drives can experience the
opportunity for satisfaction through their accomplishment.
Defining clear role expectations so that employees struggling with ambiguity can overcome that concern.
Refraining from attacking the employee’s attitude. Using active listening skills instead, because
an undefended attitude is more receptive to change.
Providing frequent feedback to satisfy the need for information about performance levels.
Exhibiting a caring considerate orientation by showing concern for employee feelings.
Providing opportunities for employees to participate in decision making
Showing appreciation for appropriate effort and citizenship behaviours.