1. Chapter 4 Value, Attitude and Job Satisfation

2. Objective: 2 Framework of national and cultural values Contemporary work cohort The concept and types of attitudes Job Satisfaction

3. Values 3 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. In simple words… Value is basic conviction and notions about what is right and wrong. They differ across culture, nations and generations.

4. Characteristics 4 Judgmental element - what is right, good, or desirable. Values have both content and intensity attributes. content attribute signifies that a mode of conduct or end-state of existence is important The intensity attributes specifies how important it is. Values are not generally fluid and flexible. They tend to be relatively stable and enduring.

5. Types of Values – Rokeach Value Survey 5 Terminal Values Desirable end-states of existence; the goals that a person would like to achieve during his or her lifetime. e.g.: A comfortable life, Equality, National Security, Self-respect Instrumental Values Preferable modes of behavior or means of achieving one’s terminal values. e.g.: Ambitious, Courageous, and Obedient Milton Rokeach created the Rokeach Value Survey consisting of two sets of values, with each containing 18 individual value items.

6. Dominant Work Values in Today’s Workforce – Contemporary work cohort 6

7. Hofstede’s Framework for Assessing Cultures 7 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 To analyze variations among cultures a research was done in 1980,1991 by Greet Hofstede. He surveyed more than 1,16,000 IBM employees in 70 countries about their work- related values.

8. Hofstede’s Framework (cont’d) 8 Uncertainty Avoidance The extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them.

9. Hofstede’s Framework (cont’d) 9 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. Individualistic society considers self-interest more important than the group goal.

10. Hofstede’s Framework (cont’d) 10 Masculinity The extent to which dominant value in a society emphasizes masculine society values like a work ethic expressed in terms of money, achievement and recognition Feminity Feminine social role which show more concern for people and quality of life.

11. Hofstede’s Framework (cont’d) 11 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. Hofstede and Bond (1988) have identified a fifth dimension.

12. 12 The GLOBE Framework for Assessing Cultures Uncertainty avoidance Power distance Societal collectivism In-group collectivism Gender differentiation Assertiveness Future Orientation Performance orientation Humane orientation Uncertainty avoidance Power distance Societal collectivism In-group collectivism Gender differentiation Assertiveness Future Orientation Performance orientation Humane orientation

13. Attitudes Attitudes are evaluative statements that are either favorable or unfavorable concerning objects, people, or events. Attitudes are not the same as values, but the two are interrelated. Main Difference is values are ideals, whereas attitudes are narrow. They are feelings, thoughts and behavioral tendencies towards a specific object or situation. Attitude is a predisposition to respond to a certain set of facts. 13

14. Attitudes 14 Attitudes Evaluative statements or judgments concerning objects, people, or events. Affective Component person’s feeling Cognitive component the mental process Behavioral Component behavior that occurs as a result of feelings

15. Types of Attitudes 15 Job Involvement Identifying with the job, actively participating in it, and considering performance important to self-worth. Organizational Commitment Identifying with a particular organization and its goals, and wishing to maintain membership in the organization. Job Satisfaction A collection of positive and/or negative feelings that an individual holds toward his or her job.

16. cont… Organization citizenship behavior (OCB): “Individual behavior that is not directly recognized by the formal reward system and in the aggregate promotes the efficient functioning of the organization, employee behavior that is not so critical to the task or job, serve to facilitate organizational functioning 16

17. The Theory of Cognitive Dissonance 17 Leon Festinger, in the late 1950s, proposed the theory of cognitive dissonance, seeking to explain the linkage between attitudes and behavior. He argued that any form of inconsistency is uncomfortable and that individuals will attempt to reduce the dissonance. Dissonance means “an inconsistency.” In simple words… The feeling of uncomfortable tension which comes from holding two conflicting thoughts in the mind at the same time Cognitive Dissonance: Any incompatibility between two or more attitudes or between behavior and attitudes.

18. Cont… 18 Desire to reduce dissonance Importance of elements creating dissonance Degree of individual influence over elements Rewards involved in dissonance The Fox and the GrapesThe Fox and the Grapes by Aesop. When the fox fails to reach the grapes, he decides he doesn't want them after all, an example of adaptive preference formation designed to reduce cognitive dissonance.Aesop

19. Measuring the A-B Relationship 19 Early research on attitudes and common sense assumed a causal relationship to behavior. In the late 1960s, this assumed relationship between attitudes and behavior (A-B) was challenged. Recent research indicates that attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account. moderate Variables Importance Specificity Accessibility Social pressures Direct experience

20. Self-Perception Theory 20 Attitudes are used after the fact to make sense out of an action that has already occurred. In contrast to the cognitive dissonance theory, attitudes are just causal verbal statements and they tend to create plausible answers for what has already occurred. The behavior – attitude relationship is stronger especially when attitudes are unclear and ambiguous or little thought has been given to it earlier.

21. An Application: Attitude Surveys 21 Attitude Surveys Eliciting responses from employees through questionnaires about how they feel about their jobs, work groups, supervisors, and the organization. Using Attitude Surveys on regular basis provides managers with valuable feedback on how employees perceive their working conditions.

22. Measuring Job Satisfaction Factors conducive to job satisfaction are: Mentally challenging work Personality – Job fit Equitable rewards Supportive working conditions Supportive Colleagues Whistle blowing Social responsibility Job enrichment 22

23. Responses to Job Dissatisfaction 23

24. How Employees Can Express Dissatisfaction 24 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.

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