© 2005 Prentice Hall Inc. All rights reserved.3–1 Chapter 3 Values, Attitudes and Job...

© 2005 Prentice Hall Inc. All rights reserved. 3–1

Chapter 3

Values, Attitudes and Job Satisfaction , and its effects at workplace


Values, Attitudes, and Their Effects in the Workplace

Values, Attitudes, and Their Effects in the Workplace

What are values? Identify Hofstede’s five value dimensions of national

culture. Contrast terminal and instrumental values. Why are differences in values important? What are attitudes and how are they formed? Contrast the three components of an attitude. What is job satisfaction? Summarize the relationship between attitudes and

behavior

Questions for Consideration


ValuesValues

Values

Basic convictions 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 values in terms of their intensity.


ValuesValues

Values

– Basic convictions about what is important to the individual

– They contain a judgmental element of what is

right, good, or desirable.


Values vs. EthicsValues vs. Ethics

Ethics

– The science of morals in human conduct

– Moral principles; rules of conduct

Ethical Values are related to moral judgments about right and wrong


Types of Values –- Rokeach Value SurveyTypes of Values –- Rokeach Value Survey

Terminal Values

Desirable end-states of existence; the goals that a person would like to achieve during his or her lifetime.

Instrumental Values

Preferable modes of behavior or means of achieving one’s terminal values.


ValuesValues

– Types of values

• Terminal: Goals that individuals would like to achieve during their lifetime

• Instrumental: Preferable ways of behaving

– Importance of values

• Values generally influence attitudes and behavior.


Importance of ValuesImportance 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.

A Framework for Assessing Cultural ValuesA Framework for Assessing Cultural Values

Hofstede’s Dimensions

– Power Distance– Individualism Versus Collectivism– Quantity of Life Versus Quality of Life– Uncertainty Avoidance– Long-term versus Short-term Orientation


Hofstede’s Framework for Assessing CulturesHofstede’s Framework for Assessing Cultures

Power Distance

The extent to which a society accepts that power in institutions and organizations is distributed unequally.

low distance: relatively equal distribution

high distance: extremely unequal distribution


Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)

Collectivism

A tight social framework in which people expect others in groups of which they are a part to look after them and protect them.

Individualism

The degree to which people prefer to act as individuals rather than a member of groups.



Achievement

The extent to which societal values are characterized by assertiveness, materialism and competition.

Nurturing

The extent to which societal values emphasize relationships and concern for others.



Uncertainty Avoidance

The extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them.



Long-term Orientation

A national culture attribute that emphasizes the future, thrift, and persistence.

Short-term Orientation

A national culture attribute that emphasizes the past and present, respect for tradition, and fulfilling social obligations.

Examples of National Cultural Values Examples of National Cultural Values

East and Southeast Asian ValuesEast and Southeast Asian Values

North America

– Networked relations: based on self-interest

– Relationships viewed with immediate gains

– Enforcement relies on institutional law

– Governed by guilt (internal pressures on performance)

East and Southeast Asia

Relations based on reciprocation– Relationships meant to be

long-term and enduring– Enforcement relies on

personal power and authority

– Governed by shame (external pressures on performance)

AttitudesAttitudes

Positive or negative feelings concerning objects, people, or events.

Less stable than values


AttitudesAttitudes

Attitudes

Evaluative statements or judgments concerning objects, people, or events.

Affective ComponentThe emotional or feeling segment of an attitude.

Cognitive componentThe opinion or belief segment of an attitude.

Behavioral ComponentAn intention to behave in a certain way toward someone or something.


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Advice to ManagersAdvice to Managers Do not assume that most workers have strong

intrinsic work values just because you do.

Realize that any attempt you make to improve attitudes, motivation, or performance will be most effective when the change you implement is consistent with workers’ values.

Make the work environment pleasant and attractive to help promote positive moods.

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Job Satisfaction and Employee PerformanceJob Satisfaction and Employee Performance

Satisfaction Affects– Individual Productivity

– Organizational Productivity

– Absenteeism

– Turnover

– Organizational Citizenship Behaviour


The Effect of Job Satisfaction on Employee Performance

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 retain high

performers and to weed out lower performers.

© 2007 Prentice Hall Inc. All rights reserved.

Job Satisfaction and OCBJob Satisfaction and OCB

Satisfaction and OCBs– 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.

Expressing DissatisfactionExpressing Dissatisfaction

Exit

Voice

Loyalty

Neglect


How Employees Can Express DissatisfactionHow 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.


Potential Consequencesof Job Satisfaction


PerformancePerformance: Satisfied workers are only slightly more likely to perform at a higher level than dissatisfied workers.– Satisfaction is most likely to affect work behaviors

when workers are free to vary their behaviors and when a worker’s attitude is relevant to the behavior in question.

– AbsenteeismAbsenteeism: Satisfied workers are only slightly less likely

to be absent than dissatisfied workers.

TurnoverTurnover: Satisfied workers are less likely to leave the organization than dissatisfied workers.

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Organizational citizenship behaviorOrganizational citizenship behavior (OCB): Satisfied workers are more likely to engage in this behavior than dissatisfied workers.– OCB: Behavior that is above and beyond the call of

duty but is nonetheless necessary for organizational survival and effectiveness

• Helping coworkers, spreading goodwill Worker well-beingWorker well-being: Satisfied workers are more likely to have

strong well-being than dissatisfied workers.– Worker well-being: How happy, healthy, and

prosperous workers are

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Determinants of Absence from Work(Table 3.3)

Determinants of Absence from Work(Table 3.3)

Motivationto Attend Workis Affected by

Job satisfaction Organization’s absence

policy Other factors

Abilityto Attend Workis Affected by

Illness and accidents Transportation problems Family responsibilities

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Advice to ManagersAdvice to Managers

Realize that some workers are going to be more satisfied than others with the same job simply because they have different personalities and work values. Also realize that you can take steps to increase levels of job satisfaction because it is determined not only by personality but also by the work situation.

Try to place newcomers in work groups whose members are satisfied with their jobs.

Ask workers what facets of their jobs are important to them, and do what you can to ensure that they are satisfied with these facets.

Because job satisfaction has the potential to impact workers’ behaviors in organizations and their well-being, use existing measurement scales to periodically survey your subordinates’ levels of job satisfaction. When levels of job satisfaction are low, follow the advice in the preceding step.

Recognize that workers’ evaluations of job facets, not what you think about them, determine how satisfied workers are and that changing some facets may have longer-lasting effects on job satisfaction than changing others.

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Advice to ManagersAdvice to Managers Do not assume that poor performers are dissatisfied with their jobs or that

good performers are satisfied with their jobs.

Do not assume that workers who are absent are dissatisfied or that they were not motivated to come to work. Absence is also a function of ability to attend.

Manage absenteeism. Don’t try to eliminate it, and keep in mind that a certain level of absence is often functional for workers and organizations.

Realize that turnover has both costs and benefits for an organization and that you need to evaluate both. In particular, before becoming concerned about worker turnover, examine the performance levels of those who quit.

If workers do only what they are told and rarely, if ever, exhibit organizational citizenship behavior, measure their levels of job satisfaction, identify the job facets they are dissatisfied with, and make changes where possible.

Even if job satisfaction does not seem to have an effect on important behaviors in your organization, keep in mind that it is an important factor in worker well-being.

2323


The Theory of Cognitive DissonanceThe Theory of Cognitive Dissonance

Desire to reduce dissonance

• Importance of elements creating dissonance

• Degree of individual influence over elements

• Rewards involved in dissonance

Desire to reduce dissonance

• Importance of elements creating dissonance

• Degree of individual influence over elements

• Rewards involved in dissonance

Cognitive Dissonance

Any incompatibility between two or more attitudes or between behavior and attitudes.


Measuring the A-B RelationshipMeasuring the A-B Relationship

Recent research indicates that 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

Moderating Variables

• Importance of the attitude

• Specificity of the attitude

• Accessibility of the attitude

• Social pressures on the individual

• Direct experience with the attitude

A B


Self-Perception TheorySelf-Perception Theory

Attitudes are used after the fact to make sense out of an action that has already occurred.

B A !And,


An Application: Attitude SurveysAn Application: Attitude Surveys

Attitude Surveys

Eliciting responses from employees through questionnaires about how they feel about their jobs, work groups, supervisors, and the organization.


Attitudes and Workforce DiversityAttitudes and Workforce Diversity

Training activities that can reshape employee attitudes concerning diversity:

– Participating in diversity training that provides for self-evaluation and group discussions.

– Volunteer work in community and social serve centers with individuals of diverse backgrounds.


Attitudes and Workforce DiversityAttitudes and Workforce Diversity

Training activities that can reshape employee attitudes concerning diversity:

– Participating in diversity training that provides for self-evaluation and group discussions.

– Volunteer work in community and social serve centers with individuals of diverse backgrounds.

– Exploring print and visual media that recount and portray diversity issues.


Job SatisfactionJob Satisfaction

Measuring Job Satisfaction– Single global rating– Summation score

How Satisfied Are People in Their Jobs?– In general, people are satisfied with their jobs. – Depends on facets of satisfaction—tend to be

less satisfied with pay and promotion opportunities.


Causes of Job SatisfactionCauses of Job Satisfaction

Pay only influences Job Satisfaction to a point– After about $40,000 a year, there is no

relationship between amount of pay and job satisfaction.

Personality can influence job satisfaction– Negative people are usually not satisfied with

their jobs


Job SatisfactionJob Satisfaction

Measuring Job Satisfaction– Single global rating– Summation score

How Satisfied Are People in Their Jobs?– If job satisfaction declines

Decline can be attributed to:• Pressures to increase productivity and meet tighter

deadlines• Less control over work


Job Satisfaction and Customer SatisfactionJob Satisfaction and Customer Satisfaction

Satisfaction and Customer Satisfaction– Satisfied workers provide better customer

service 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.


Summary and ImplicationsSummary and Implications

Values strongly influence a person’s attitudes.

An employee’s performance and satisfaction are likely to be higher if his or her values fit well with the organization.

Managers should be interested in their employees’ attitudes because attitudes give warning signs of potential problems and because they influence behavior.

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