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

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

©Prentice Hall, 2001Chapter 32 The Importance of Values JudgmentContent IntensityStability

©Prentice Hall, 2001Chapter 33 Types of Values TerminalValuesTerminalValuesInstrumentalValuesInstrumentalValues

©Prentice Hall, 2001Chapter 34 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 35 Values Across Cultures Power Distance Individualism or Collectivism Quantity or Quality of Life Uncertainty Avoidance Long-Term or Short-Term

©Prentice Hall, 2001Chapter 36 What Are Attitudes? Cognitive component Affective component Behavioral component

©Prentice Hall, 2001Chapter 37 Types of Attitudes Job satisfaction Job involvement Organizational commitment

©Prentice Hall, 2001Chapter 38 Importance of the Elements Importance CognitiveDissonanceCognitiveDissonance Degree of Personal Influence Degree of Personal Influence RewardsInvolvedRewardsInvolved

©Prentice Hall, 2001Chapter 39 Attitude-Behavior Relationship Importance Specificity Accessibility Social pressures Direct experience Moderating Variables Behavioral Influence High Low

©Prentice Hall, 2001Chapter 310 Self-Perception Theory After the Fact CasualStatementsPlausibleAnswers Behavior-Attitude Relationship

©Prentice Hall, 2001Chapter 311 Attitudes and Workforce Diversity DiversityTrainingVolunteerWork

©Prentice Hall, 2001Chapter 312 ProductivityProductivity AbsenteeismAbsenteeism TurnoverTurnover JobSatisfaction and Employee PerformanceJobSatisfaction Performance

©Prentice Hall, 2001Chapter 313 Responses to Job Dissatisfaction Destructive Active Passive Constructive Exit Voice NeglectLoyalty

©Prentice Hall, 2001Chapter 314 Job Satisfaction and OCB OutcomesTreatmentProcedures Perceptions of Fairness