Chapter 3 1

MA. STELLA M.FRIASMME

Prof Jo B. BitonioME 217 HBO

Values, Attitudes, and Job Satisfaction

Chapter 3 2

The Importance of The Importance of ValuesValues

JudgmentJudgment ContentContent

IntensityIntensityStabilityStability

Chapter 3 3

Values–Basic convictions about what is important to the individual

–They contain a judgmental element of what is right, good, or desirable

Chapter 3 4

Types of Values

TerminalTerminalValuesValues

TerminalTerminalValuesValues

InstrumentalInstrumentalValuesValues

InstrumentalInstrumentalValuesValues

Chapter 3 5

Unique Values of Today’s Workforce

CareerStage

Entered theWorkforce

ApproximateCurrent Age

Dominant

Work Values

1. Protestant

2. Existential

3. Pragmatic

4. Generation X

Mid-1940s toLate 1950s

1960s to Mid-1970s

Mid-1970s toMid-1980s

Mid-1980sthrough 1990s

60 to 75

45 to 60

35 to 45

Under 35

Hard working; loyal to firm; conservative

Nonconforming; seeksautonomy; loyal to self

Ambitious, hard worker;loyal to career

Flexible, values leisure;loyal to relationships

Chapter 3 6

Values Across CulturesValues Across CulturesValues Across CulturesValues Across Cultures

Power Distance

Individualism or Collectivism

Quantity or Quality of Life

Uncertainty Avoidance

Long-Term or Short-Term

East and SoutheastAsian Values

North America •East and Southeast Asia

Networked relations:based on self-interest

Guanxi relations: based on reciprocation

–Relationships viewedwith immediate gains

Relationships meant to be long-term and enduring

–Enforcement relies oninstitutional law

–Enforcement relies onpersonal power andauthority

Governed by guilt(internal pressures onperformance

–Governed by shame(external pressures onperformance

Chapter 3 7

Attitudes

• Positive or negative feelings concerning

objects, people, or events.

Less stable than values

Chapter 3 8

Chapter 3 9

What Are Attitudes?What Are Attitudes?

• Cognitive component

• Affective component

• Behavioral component

Chapter 3 10

Types of AttitudesTypes of Attitudes

• Job satisfaction

• Job involvement

• Organizational

commitment

Chapter 3 11

Importance Importance of the Elementsof the Elements

Importance Importance of the Elementsof the Elements

CognitiveCognitiveDissonanceDissonanceCognitiveCognitive

DissonanceDissonanceDegree ofDegree of

Personal InfluencePersonal InfluenceDegree ofDegree of

Personal InfluencePersonal Influence

RewardsRewardsInvolvedInvolvedRewardsRewardsInvolvedInvolved

Chapter 3 12

Attitude-Behavior RelationshipAttitude-Behavior Relationship

• Importance

• Specificity

• Accessibility

• Social pressures

• Direct experience

Moderating VariablesModerating Variables Behavioral InfluenceBehavioral Influence

High

Low

Job Satisfaction andEmployee Performance

Satisfaction Affects

–Individual Productivity–Organizational Productivity–Absenteeism–Turnover–Organizational Citizenship Behaviour

Chapter 3 13

Chapter 3 14

Attitudes and Workforce Attitudes and Workforce DiversityDiversity

DiversityDiversityTrainingTraining

VolunteerVolunteerWorkWork

Chapter 3 15

Measuring JobSatisfaction

SingleSingleGlobalGlobalRatingRating

SummingSummingup Jobup JobFacetsFacets

Chapter 3 16

ProductivityProductivityProductivityProductivity

AbsenteeisAbsenteeismmAbsenteeisAbsenteeismm

TurnoverTurnoverTurnoverTurnover

JobJob

SatisfactionSatisfaction

and Employeeand Employee

PerformancePerformance

JobJob

SatisfactionSatisfaction

and Employeeand Employee

PerformancePerformance

Job Satisfaction andEmployee Performance

Satisfaction Affects

–Individual Productivity–Organizational Productivity–Absenteeism–Turnover–Organizational Citizenship Behaviour

Chapter 3 17

Chapter 3 18

Responses to Job Responses to Job DissatisfactionDissatisfaction

Destructive

Active

Passive

Constructive

Exit Voice

Neglect Loyalty

Summary andImplications

• 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 behaviour.

Chapter 3 19

Chapter 3 20

Thank you