Values, Attitudes &

Job Satisfaction

OB – Session 3
Tehzeeb Sakina Amir
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 VALUE SYSTEM
Given below is a list of values, you are required to rank
them on a scale of 1-5 where 1 is the most important and
5 is the lowest important value as appear to you.

Punctuality
Self respect
Honesty
Cleanliness
Love
Assertiveness
Freedom
Happiness
Equality
_____________________
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 VALUES
 Judgmental element
 Content (important or not) and intensity
attribute (how important it is)
 Hierarchy of values – personal value
system
 Relative importance assign to value

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VALUE
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

VALUE SYSTEM
A HIERARCHY BASED ON A RANKING OF AN
INDIVIDUAL’S VALUE IN TERMS OF THEIR
INTENSITY

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DO VALUES CHANGE???
•“NO”…They are relatively permanent
•They are formed in our earlier years of life
•Black n white…… what about grey????

VALUES INFLUENCE OUR ATTITUDES

AND BEHAVIORS

DIFFERENCE IN VALUE SYSTEM

DETERMINES DIFFERENCES IN
ATTITUDES AND BEHAVIOR
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 Types of values
 Milton Rokeach Value Survey
 Terminal values: desirable states of existence;
the goals which a person would like to
achieve in his life.
 Instrumental values: preferable modes of
behavior or means of achieving one’s terminal
values.

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 Rokeach Value Survey
 Terminal  Instrumental
 A comfortable life  Ambitious
 An exciting life  Broad minded
 A sense of accomplishment  Capable
 A world at peace  Cheerful
 A world of beauty  Clean
 Equality  Courageous
 Family security  Forgiving
 Freedom  Helpful
 Happiness  Honest
 Inner harmony  Imaginative
 Love  Independent

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 Work Cohorts
Cohort Entered in Approx. Values
age
Veterans 1950s ’60s 60+ Hard working,
conformity, loyalty

Boomers 1965 – 40 – 60 Success,

achievement,
1985 ambition, dislike
of authority,
loyalty to career

Xers 1985 – 25 – 40 Work/life balance,

team oriented,
2000 dislike to rules

Nexters 2000 to Under 25 Confident, self

reliant, team
date oriented, loyalty 8
 HOFSTEDE’S FRAMEWORK
 He surveyed in 40 countries (IBM employees)
 Values across cultures (globalization)
1. Power distance – power is unequally distributed in
institutions
2. Individualism vs Collectivism – individual act rather
than group
3. Quantity of life vs quality of life – assertiveness,
materialistic or relationships, concern for others.
4. Uncertainty avoidance – structured or unstructured
situations.
5. Long vs short term orientation – look to future or
past/present.

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 HOFSTEDE’S FRAMEWORK
 China & West Africa scored high on PD
 US scored low on PD
 Asian countries high on collectivism.
 Germany and Hong Kong high on
quantity of life.
 France and Russia high on UA
 China had long-term whereas US had
short-term orientations.
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 GLOBE FRAMEWORK
 Extended Hofstede work
 Added assertiveness, gender
differentiation, performance orientation,
humane orientation

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 OB IMPLICATIONS
 Not all OB theories are applicable in all cultures
 Consider local culture values
 The World’s local bank – HSBC
 Examples: KFC, advertising, MNCs

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 ATTITUDE
“A favorable or unfavorable evaluation
of and reaction to an object, person,
event or idea.”
 Evaluative statements

 Either favorable or unfavorable

 Concerning objects, people or events

Though attitudes express feelings but

they are linked to cognitions!

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 ATTITUDES
THREE COMPONENTS
 Cognitive component (opinion or belief)
 Affective component (emotional feelings)
 Behavioral component (intention to behave)
 Example: studying negative attitudes
towards group
 Negative beliefs (cognitive)
 Prejudice, negative feelings (affective)
 Discrimination, negative actions (behavioral)
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 ATTITUDES
 UNLIMITED TYPES OF ATTITUDES
 OB is concerned with three
 Job Satisfaction (general attitudes)
 Job involvement (self worth)
 Organizational commitment (identifies with organization)
 Humans tend to seek consistency among their attitudes
and behaviors.
 Attitudes are altered
 Behaviors are altered
 Some rationalization for inconsistency is sought.

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 Cognitive Dissonance
 1950s Leon Festinger proposed the theory of
Cognitive Dissonance
 ‘Any incompatibility between two ro more
attitudes or between behavior and attitude.”
 Complete dissonance is unavoidable.
 Dissonance influenced by:
 Unimportant elements
The greater the
 Choice/ Control over elements
pressure to
 Rewards
reduce it

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 A-B Relationship
 A-B relationship – unrelated or slightly
related.
 A …….. Predicts………B
 Variables
 Importance of the attitude
 Specificity
 Accessibility
 Social pressures
 Direct experience

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 Self-Perception Theory
 Daryl Bern (1972) – we make judgments about
ourselves as we make judgments about other
people.
 Attitudes are used after the fact to make sense
out of an action that has already occurred.
 Contrary to cognitive dissonance.
 People tend to create attitudes after they have
behaved in a particular manner.
 When attitudes are vague and ambiguous Self-
perception theory works.

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 Attitudes at Work
 Surveys
 Training to reshape employees attitudes
 Customer attitudes (internal & external)

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 JOB SATISFACTION
Measuring
 Single-global rating
 One-question rating
 Summation score
 Identifies key elements in a job, individual is
then asked to rate on a scale

NO significant
differences

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 Satisfaction in jobs
 What appears well is not be well!!!!
 Pay alone does not bring higher
satisfaction level.
 Higher skills, Control, Greater
responsibilities, Interest etc all have share
in satisfaction.
 Productivity enhancement, strict
deadlines, overload of work etc contribute
to low satisfaction level.

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 Job Satisfaction effects…..
 JS and Productivity
 Satisfaction: individual productivity
 Satisfaction: organization productivity
 JS and Absenteeism
 Negative correlation
 JS and Turnover
 Negative but stronger correlation
 High or poor performers

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 Dissatisfaction told……
Active

EXIT VOICE

Destructive Constructive

NEGLECT LOYALTY

Passive
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Job Satisfaction and Organizational
Citizenship Behavior
 Satisfied employees are positive towards
organization, willing to go extra mile.
 Fair in procedures, policies, rules. No kick
backs.

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 Job Satisfaction ….. Customer
Satisfaction
 Satisfied employees increase customer
satisfaction and loyalty.
 They are more friendly, responsive, low
turnover.
 Dissatisfied customers can influence
employee’s satisfaction

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 Case study
 Suppose you work in an advertising agency as a client
service manager. You are young, energetic, willing to
learn and have a success story of 2 years working with
the agency. You are handling major clients and enjoy
good reputation within and outside the organization.
One of your clients has even offered you a job. But
you have declined and are really happy and satisfied.
You report directly to the CEO. One day you found out
that the agency hired a new experienced marketer
now you will be reporting to him. This has caused you
a substantial mental and emotional set back.
Questions:
 What would be your immediate reaction to this
situation?
 Keeping the dissatisfaction model in view, what would
be your strategy?
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