1. OB_UG_2002 GSM1 Work Values, Attitude, and Job Satisfaction Hui WANG Guanghua School of Management Peking University Email: wanghui@gsm.pku.edu.cn Tel: 62753645 16 Oct. 2002

2. OB_UG_2002 GSM2 Work Values A worker ’ s personal convictions about what outcomes one should expect from work and how one should behave at work. Work Value System Sources of Value System Types of Values

3. OB_UG_2002 GSM3 Intrinsic vs. Extrinsic Values Intrinsic Values: Related to the nature of work itself Extrinsic Values: Related to the outcomes of work.

4. OB_UG_2002 GSM4 Intrinsic vs. 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

5. OB_UG_2002 GSM5 Work Attitudes Collections of feelings, beliefs, and thoughts about how to behave in one ’ s job and organization.

6. OB_UG_2002 GSM6 Differences between Work Values and Attitudes. Values Nature of work itself Stable over a long time Determines choice of a job, career, happiness with a job, etc. Attitudes Current job or organization Moderately stable Determines absenteeism, turnover, organizational citizenship behaviors.

7. OB_UG_2002 GSM7 Components of Work Attitudes Affective Component: How a worker feels about work. Cognitive Component: What a worker believes to be true about work. Behavioral Component: What a worker thinks about how to behave at work.

8. OB_UG_2002 GSM8 Components of Work Attitudes

9. OB_UG_2002 GSM9 Moods Positive moods lead to Higher quality service Higher performance of subordinates Creativity Negative moods lead to Decision making inaccuracy

10. OB_UG_2002 GSM10 Relationship Between Work Values, Attitudes, and Moods Component Work Values Work Attitudes Work Moods Relationship Most Stable Moderately Stable Most Changing

11. OB_UG_2002 GSM11 Attitudes, Behavior & Consistency People try maintain consistency between their different attitudes. People try maintain consistency between attitudes and behavior.

12. OB_UG_2002 GSM12 Cognitive Dissonance Theory if there is an inconsistency between two attitudes or between attitudes and behavior people seek to make them consistent Achieve a stable state with minimum of dissonance

13. OB_UG_2002 GSM13 Cognitive Dissonance Theory Desire to reduce dissonance depends on 1 importance of elements creating the dissonance 2 degree of influence over the elements 3 rewards involved in the dissonance

14. OB_UG_2002 GSM14 Do Attitudes cause Behavior? Answer: Not very well! Attitudes have a stronger affect on behavior if they are important specific accessible social pressure reinforces the attitude you have experience with the attitude.

15. OB_UG_2002 GSM15 Self-Perception Theory  attitudes do not cause behavior, behavior causes attitudes  attitudes are formed after the fact to make sense out of behavior that already occurred

16. OB_UG_2002 GSM16 Attitude Change 单面论证与双面论证 晓以利害 团体规定 积极参与 跨门檻效应 背后鞠躬效应

17. OB_UG_2002 GSM17 Job Satisfaction An individual ’ s general attitude toward his or her job.

18. OB_UG_2002 GSM18 Determinants of Job Satisfaction Personality Values Work Situation Social Influence

19. OB_UG_2002 GSM19 Determinants of Job Satisfaction

20. OB_UG_2002 GSM20 Theories of Job Satisfaction Single Global Rating of Job Satisfaction The Facet Model of Job Satisfaction The Discrepancy Model of Job Satisfaction The Steady-State Theory of Job Satisfaction Herzberg ’ s Motivator-Hygiene Theory of Job Satisfaction

21. OB_UG_2002 GSM21 The Facet Model of Job Satisfaction Ability utilization Achievement Activity Advancement Authority Company policies Compensation Coworkers Creativity Independence Moral values Recognition Responsibility Security Service Status Supervision Variety

22. OB_UG_2002 GSM22 The Discrepancy Model of Job Satisfaction To determine how satisfied they are with their jobs, workers compare their job to some “ ideal job. ” This “ ideal job ” could be what one thinks the job should be like, what one expected the job to be like, what one wants from a job, or what one ’ s former job was like.

23. OB_UG_2002 GSM23 Job Satisfaction as a Steady State

24. OB_UG_2002 GSM24 Herzberg ’ s Motivator-Hygiene Theory of Job Satisfaction When Motivator needs are met, workers will be satisfied; when these needs are not met, workers will not be satisfied. When Hygiene needs are met, workers will not be dissatisfied; when these needs are not met, workers will be dissatisfied.

25. OB_UG_2002 GSM25 Potential Consequences when Job Satisfaction is... MISSING Absenteeism Turnover PRESENT Performance? Org. Citizenship Behavior Worker Well-Being

26. OB_UG_2002 GSM26 Responses to Job Dissatisfaction Destructive Active Passive Constructive Exit Voice NeglectLoyalty

27. OB_UG_2002 GSM27 Other Important Work Attitudes Job involvement: the degree to which a person identifies psychologically with his/her job and considers his/her perceived performance level important to self-worth. Organizational commitment: A state in which an employee identifies with a particular organization and its goals, and wishes to maintain membership in the organization