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ATTITUDES, VALUES & JOB
SATISFACTION
"People travel to wonder at the height of the mountains, at the huge waves of the seas, at the long course of the rivers, at the vast compass of the ocean, at the circular motion of the stars, and yet they pass by themselves without wondering”.
-- St. Augustine
VALUES
The Nature of Values
One’s personal convictions about what one should strive for in life and how one should behave
“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” (Rokeach, 1973)
VALUES All of us have a hierarchy of values that forms our
value system. This system is identified by the relative importance we assign to such values as freedom, pleasure, self-respect, honesty, obedience and equality.
Values tend to be relatively stable and enduring.
A significant portion of our values is established in our early years
The process of questioning our values may result in a change. Values are important in OB because they lay the foundation for the understanding of attitudes and motivation and because they influence our perceptions
Values can cloud objectivity and rationality.
TYPES OF VALUES
Terminal Instrumental
Desirable end-states of existence
Goals a person would like to achieve during lifetime
Success
Preferable modes of behavior
Means of achieving terminal values
Ambitious, Hardworking
Levels of Values
Personal ValuesPast experience & interactions with
others
Cultural ValuesDominant beliefs held by collective
society
Organisational ValuesHeart of
Organisational Culture
VALUES IN THE WORKPLACE
Types of Values
Work Values Ethical Values
Intrinsic Work
Values
Extrinsic Work
Values
JusticeValues
UtilitarianValues
Moral RightsValues
A COMPARISON OF INTRINSIC AND EXTRINSIC WORK VALUES
Intrinsic Values
Interesting work Challenging work Learning new things Making important
contributions Responsibility and
autonomy Being creative
Extrinsic Values
High pay Job security Job benefits Status in wider community Social contacts Time with family Time for hobbies
ETHICAL PRINCIPLES One’s personal convictions about what
is right and wrong
Utilitarian
Moral Rights Distributive Justice
VALUES ACROSS CULTURES• Managers must become capable of working with people
across different cultures.
• Because values differ across cultures, an understanding of these differences should be helpful in explaining and predicting behaviour of employees from different countries.
• Geert Hofstede surveyed 1,16,000 IBM employees in 40 countries in their work related values – found managers and employees vary on 5 value dimensions of national culture.
1. Power Distance: The degree to which people in a country accept that power in institutions and organizations is distributed unequally/ relatively equal (low power distance) to extremely unequal (high power distance)
VALUES ACROSS CULTURES2. Individualism vs Collectivism: Degree to
which people in a country prefer to act as individuals rather than as members of a group.
3. Quantity of life vs Quality of life: Quantity: degree to which values such as assertiveness, the acquisition of money and material goods and competition prevails.Quality: The degree with which we value relationships, show sensitivity and concern for the welfare of others.
4. Uncertainty avoidance: Degree to which people in a country, prefer structured or unstructured situations.; Risk taking.
5. Long term and short term orientation: Long: look to future and value thrift and persistenceShort: Values past and present; emphasis respect for traditions and fulfilling social obligations.
Collectivism
Low power Distance
Low Uncertainty Avoidance
Nurturing Orientation
Short-Term Orientation
Individualism High Power Distance
High Uncertainty Avoidance
Achievement Orientation
Long-Term Orientation
USA
Germany
Japan
Hong KongChina
USA
USA
USA
USA
Germany
GermanyJapan
JapanJapan
Japan
ChinaMalaysia
France
India
Singapore
Australia
South Korea
Sweden
Netherlands
Russia
THE GLOBE FRAMEWORK Assertiveness Future Orientation Gender Differentiation Uncertainty Avoidance Power Distance Individualism / Collectivism In-Group Collectivism Performance Orientation Humane Orientation
CODE OF ETHICS Set of formal rules and standards, based
on ethical values and beliefs about what is right and wrong, that employees can use to make appropriate decisions when the interests of other individuals or groups are at stake
Whistleblowers
COGNITIVE DISSONANCE MODEL
A motivational state arising from holding logically inconsistent cognitions
Incompatibility between two or more attitudes, or between attitudes and behavior
Ways to eliminate dissonance:Add consonant cognitionsReduce importance of dissonant cognitionsChange one of the dissonant cognitions
FESTINGER & CARLSMITH (1959) Engage in boring
peg-turning task Paid $1 or $20 to lie
to next participant about the experiment, or no lie control group
Afterwards asked whether they liked the task
“Attitude is more important than the past, than education, than money, than circumstances, than what other people think or say or do. It is more important than appearances, giftedness or skill. It will make or break a company, a church or a home.”
-- Charles Swindoll
ATTITUDE
There are so many things in life you have little control over, such as the political environment, the weather, the job market, the economy. But there is one aspect of your life that you do have the power to control, and that’s your attitude.
Each and every moment of every day you decide what your attitude will be --- about yourself, your job, your family and friends, change, responsibilities, etc.
WHAT IS AN ATTITUDE? “An organized predisposition to respond in a
favorable or unfavorable manner toward a specified class of objects” (Shaver, 1977)
Position on a bipolar affective or evaluative dimension (Fishbein & Ajzen, 1975)
Networks of interrelated beliefs that reside in long-term memory and are activated when the attitude object or issue is encountered (Tourangeau & Rasinksi, 1988)
“Evaluative statements or judgments concerning objects, people or events (Robbins,
2007)
DEFINITIONS
“A general and enduring positive or negative feeling toward some person, object, or issue”
“An association between an object and an evaluation in memory”
“ Attitude is a learned internal response to a given stimulus, resulting in observable behavior ”
ATTITUDE An attitude is defined as a learned predisposition
to respond in a consistently favourable or unfavourable manner with respect to a given object.
While Values represent global beliefs that influence behaviour, across all situations, attitudes relate only to behaviour directed towards specific objects, persons or situations.
Values and attitudes generally, but not always, are in harmony.
Study: Job attitudes of middle aged male employees stable over a time frame of 5 years – even those who changed jobs / occupation.
Attitudes are translated into behaviour through behavioural intentions.
An individual’s intentions to engage in a given behaviour is the best predictor of that behaviour.
Attitudes
Experience with Object
Economic Status
Operant Conditionin
g
Family & Peer
Groups
Mass Communicatio
n
Classical Conditioning
Vicarious Learning
Neighbourhood
Formation of Attitudes
ATTITUDES, INDIFFERENCE, AND AMBIVALENCE
Attitudes vary in a number of important ways Valence (positive or
negative) Intensity Strength Accessibility Basis
COMPONENTS OF WORK ATTITUDES
Affective ComponentEmotional or feeling
Behavioral ComponentIntention to behave
in a certain way towards someone or something
Cognitive ComponentOpinion or belief
Work AttitudesNegative / Positive
SubjectiveNorm
Attitude:Act
BehaviorIntent
Behavior
Theory of Reasoned Action (Fishbein & Ajzen)
Attitudes and Behavior
Evaluation
Behaviorbeliefs
Normativebeliefs
Motivation to Comply
SubjectiveNorm
Attitude:Act
BehaviorIntent
Behavior
Theory of Reasoned Action (Fishbein & Ajzen)
Attitudes and Behavior
Evaluation
Behaviorbeliefs
Normativebeliefs
Motivation to Comply
SubjectiveNorm
Attitude:Act
BehaviorIntent
Behavior
Theory of Reasoned Action (Fishbein & Ajzen)
Constraints
Attitudes and Behavior
WORK ATTITUDES
Collections of feelings, beliefs, and thoughts about how to behave that people currently hold about their jobs and organizations
OUTCOME EXPECTATIONS AND WORK
Comfortable existence Family security Sense of accomplishment Self-respect Social recognition Exciting Life
WORK MOODS
How people feel at the time they actually perform their jobs.
More transitory than values and attitudes.
Determining factors:PersonalityWork situationCircumstances outside of work
WORK MOODS
Positive Excited Enthusiastic Active Strong Peppy Elated
Negative Distressed Fearful Scornful Hostile Jittery Nervous
EMOTIONS
Intense, short-lived feelings that are linked to specific cause or antecedent
Emotions can feed into moods
Emotional labor
EMOTIONAL LABOR
Display Rules
Feeling Rules
Expression Rules
EMOTIONS, ATTITUDE & BEHAVIOR
Perceptions
Beliefs
Feelings
Behavioral Intentions
Behavior
Attitude Emotional Episodes
RELATIONSHIPS BETWEEN VALUES, ATTITUDES, MOODS, AND EMOTIONS
Values(most stable)
Attitudes(moderately stable)
Moodsand Emotions
(most changing)
ATTITUDES AT THE WORKPLACE
Job related attitudes tap +ve or –ve evaluations that employees hold about aspects of their work environments. 3 major attitudes:
1. Job Satisfaction: an individual’s general attitude towards his/her job. A person with a high level of job satisfaction holds +ve attitudes toward the job.
2. Job Involvement: measures degree to which a person identifies psychologically with his/her job & considers his/her perceived performance level important to self worth. People with high job involvement strongly identifies with and really care about the kind of work they do.
3. Organization commitment: A state in which an employee identifies with a particular orgn and its goals and wishes to maintain membership in the orgn.
WHAT IS JOB SATISFACTION? Spector:
“the degree to which people like their jobs”
“How people feel about their jobs and different aspects of their jobs”
Locke:“ A pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences”
Work characteristics
JobSatisfaction(s)
SIMPLE DISCREPANCY MODELS
Porter (1961): Need SatisfactionDesired-Actual
Minnesota Work Adjustment Model20 “reinforcers” (based on Murray’s 12
needs)
Locke (1976): Values“Job satisfaction results from appraisal of
one’s job as attaining…one’s important job values”
Provided these values are congruent with basic needs
Perceived characteristics
JobSatisfaction(s)
Objective characteristics
Needs/Values
Perceived characteristics
JobSatisfaction(s)
Objective characteristics
Needs/Values
Frame of Reference
QUESTIONING THE SITUATIONAL VIEW
A chink in the armor: are perceptions veridical with objective reality?
Social Information Processing model
Dispositional View
ALTERNATIVE MODELS OF JS: SOCIAL INFORMATION PROCESSING MODEL
Social construction of attitudes vs objective characteristics) Salancik & Pfeffer (1978) Roots in Schachter & Singer (1962)
Attitude statements based on: Perception of affective components Social context cues Self-attributions about behavior
Event Generalized Arousal
Cues
JS
ALTERNATIVE MODELS OF JS: DISPOSITIONAL APPROACH
Staw & Ross (1985)Surprising stability over time/situations
Staw, Bell & Clausen (1986)Childhood temperament predicts adult JS
Arvey et al. (1989) JS has hereditary component (30%)
CAVEATS : DISPOSITIONAL APPROACH
General questions about behavioral genetics
Gerhart (1987): Situation AND Disposition
Compared effects on current satisfaction of prior satisfaction, pay, job complexity
Job complexity had strongest effect
Why isn’t extrinsic satisfaction heritable?
Why is JS heritable? A JS gene?
TEMPERAMENT AND JOB SATISFACTION
Trait NA/PA may be key factorSome reason to believe that it may have
biological basis, and thus inheritable
Those high in NA are more likely to:Notice negative stimuliEvaluate stimuli in negative termsRecall negative stimuliCreate interpersonal conflict dissatisfaction
PRIMACY OF AFFECT OR JUDGMENT
Events Affect JS
Weiss & Cropanzano (1996)
Disposition Mood at work JS
Weiss et al. (1999)
Disposition Interpretations JS
Brief (1998)
PRIMACY OF AFFECT OR JUDGMENT
Disposition
Interpretations
JS
Brief & Weiss (2002)
Mood
Stress events
Strain
JS
Fuller et al. (2003)
Mood
Organisational Factors
Group Factors
Individual Factors
Outcomes Expected
/ Valued
Outcomes Received
Job Satisfaction
Job Dissatisfacti
on
Low Turnove
r
Low Absenteeis
m
High Turnover
High Absenteeis
m
JOB SATISFACTION A person’s job is more than the obvious activities of
shuffling papers, waiting on customers, or driving a truck. Jobs require interaction with co-workers & bosses, following orgn rules and policies, meeting performance standards, living with working conditions which often are less than ideal, etc.
Happy workers are not necessarily productive workers. However, productive workers are normally happy workers.
Orgns with more satisfied workers tend to be more effective than with less satisfied workers.
Generally dissatisfied workers absent themselves more. Liberal sick benefits also contribute. Also if you have interesting side activities.
Satisfaction is negatively related to turnover. Other factors include the labour market, expectations about other job opportunities, etc.
DETERMINANTS OF JOB SATISFACTION_1
Personality
Extroverts tend to have higher levels of job satisfaction than introverts
Values
Those with strong intrinsic work values is more likely than one with weak intrinsic work values to be satisfied with a job that is meaningful but requires long hours and offer poor pay
DETERMINANTS OF JOB SATISFACTION_2
Work Situation
tasks a person performs people a jobholder interacts with surroundings in which a person works the way the organization treats the
jobholder
DETERMINANTS OF JOB SATISFACTION_3
Social Influence: influence that individuals or groups have on a person’s attitudes and behavior
CoworkersFamilyOther reference groups (unions, religious
groups, friends)Culture
INFLUENCES OF JS Work Itself
Pay
Promotion
Supervision
Co-Workers
Working Conditions
CONSEQUENCES OF JOB SATISFACTION
OrganizationalCitizenship
Behavior (OCB)
EmployeeWell-Being
Job Involvement
Organisational Commitment
ORGANIZATIONAL COMMITMENT
Feelings and beliefs about the employing organization as a wholeAffective commitmentContinuance commitment
Affective commitment is more positive for organizations than continuance commitment
CONSEQUENCES OF JOB (DIS)SATISFACTION
Performance
Absenteeism Turnover
OCB Customer Satisfaction
Workplace Deviance
JS & CUSTOMER SATISFACTION
JS & WORKPLACE DEVIANCE
DETERMINANTS OF ABSENCE FROM WORK
Motivation to attend work is affected by Job satisfactionOrganization’s
absence policyOther factors
Ability to attend work is affected by Illness and
accidentsTransportation
problemsFamily
responsibilities
MOBLEY’S MODEL OF THE TURNOVER PROCESS
JOB SATISFACTION & OCB
Job Satisfactio
n
Fairness
TrustOCB
EXPRESSING DISSATISFACTION
Active
Passive
Destructive Constructive
EXIT VOICE
NEGLECT LOYALTY
Employee dissatisfaction can be expressed in a number of ways. Rather than quit, employees can complain, insubordinate, steal orgn property, etc.
THANK YOU