©Prentice Hall, 2001Chapter 31 Values, Attitudes, and Job Satisfaction

©Prentice Hall, 2001Chapter 32 Learning Objectives Contrast terminal and instrumental values List the dominant values in today’s workforce Identify the five dimensions of national culture Contrast the three components of an attitude

©Prentice Hall, 2001Chapter 33 Learning Objectives Summarize the relationship between attitudes and behavior Identify the role consistency plays in attitudes Examine the relationship between job satisfaction and behavior Identify four employee responses to dissatisfaction

©Prentice Hall, 2001Chapter 34 Values Definition –basic convictions that a specific mode of conduct is personally or socially preferable to an opposite mode of conduct Judgmental elements –right, good, desirable Value system –a hierarchy based on ranking of an individual’s value in terms of their intensity, I.e., freedom, pleasure, self-respect, honesty, obedience and equality –A story of Mexican fisherman and Harvard MBA

©Prentice Hall, 2001Chapter 35 The Importance of Values JudgmentContent IntensityStability

©Prentice Hall, 2001Chapter 36 The Importance of Value Value Perception Motivation Attitude Behavior Individual Cultural

©Prentice Hall, 2001Chapter 37 Types of Values Rokeach Value Survey TerminalValuesTerminalValuesInstrumentalValuesInstrumentalValues Desirable end-states of existence –terminal goals - ends Desirable modes of behavior –means to achieving terminal values

©Prentice Hall, 2001Chapter 38 Unique Values of Today’s Workforce Career Stage Entered the Workforce Approximate Current Age Dominant Work Values 1. Protestant 2. Existential 3. Pragmatic 4. Generation X Mid-1940s to Late 1950s 1960s to Mid-1970s Mid-1970s to Mid-1980s through 1990s 60 to to to 45 Under 35 Hard working; loyal to firm; conservative Nonconforming; seeks autonomy; loyal to self Ambitious, hard worker; loyal to career Flexible, values leisure; loyal to relationships

©Prentice Hall, 2001Chapter 39 Values Across Cultures Power Distance Individualism or Collectivism Quantity or Quality of Life Uncertainty Avoidance Long-Term or Short-Term

©Prentice Hall, 2001Chapter 310 Implications for OB How to manage employees with different value systems Generalizability of OB theories –How to adapt management principles to the value systems of host countries. Should vs Should not debate

©Prentice Hall, 2001Chapter 311 What Are Attitudes? Evaluative statements or judgments concerning objects, people and events Cognitive component Affective component Behavioral component

©Prentice Hall, 2001Chapter 312 Attitude Cognitive opinion/beliefs Affective emotional feeling Behavior Intention to behavior

©Prentice Hall, 2001Chapter 313 Types of Attitudes Job-related Attitude Job satisfaction Job involvement Organizational commitment

©Prentice Hall, 2001Chapter 314 Attitude (cont’) Job satisfaction Org Commitment Absenteeism Job Involvement Turnover

©Prentice Hall, 2001Chapter 315 Importance of the Elements Importance CognitiveDissonanceCognitiveDissonance Degree of Personal Influence Degree of Personal Influence RewardsInvolvedRewardsInvolved

©Prentice Hall, 2001Chapter 316 Cognitive Dissonance Attitudes Behavior Importance of the elements Influence of the individuals Rewards

©Prentice Hall, 2001Chapter 317 Attitude-Behavior (A-B) Relationship Importance Specificity Accessibility Social pressures Direct experience Moderating Variables Behavioral Influence High Low

©Prentice Hall, 2001Chapter 318 Self-Perception Theory After the Fact CasualStatementsPlausibleAnswers Behavior-Attitude Relationship (B-A)

©Prentice Hall, 2001Chapter 319 Attitude Survey Questionnaires about how employees feel about –their jobs, –work groups or divisions, –supervisors and –the organization

©Prentice Hall, 2001Chapter 320 Attitudes and Workforce Diversity DiversityTrainingVolunteerWork

©Prentice Hall, 2001Chapter 321 Measuring Job Satisfaction SingleGlobalRating SummationScore

©Prentice Hall, 2001Chapter 322 Debate “Happy workers are productive Workers” “Productive workers are happy employees”

©Prentice Hall, 2001Chapter 323 ProductivityProductivity AbsenteeismAbsenteeism TurnoverTurnover JobSatisfaction and Employee PerformanceJobSatisfaction Performance

©Prentice Hall, 2001Chapter 324 Responses to Job Dissatisfaction Destructive Active Passive Constructive Exit Voice NeglectLoyalty

©Prentice Hall, 2001Chapter 325 Job Satisfaction and OCB OutcomesTreatmentProcedures Perceptions of Fairness

©Prentice Hall, 2001Chapter 326 Discussion Debate –“Managers can create satisfied employees” Team Exercise –Assessing work attitude Discussion –Case Incident –Video Case