ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S W W W. P R E N H A L L. C O M / R O B B I N S T E N T H E D I T I O N © 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook

© 2003 Prentice Hall Inc. All rights reserved.3–23–2 AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO: 1.Contrast terminal and instrumental values. 2.List the dominant values in today’s workforce. 3.Identify the five value dimensions of national culture. 4.Contrast the three components of an attitude. 5.Summarize the relationship between attitudes and behavior. 6.Identify the role consistency plays in attitudes. L E A R N I N G O B J E C T I V E S

© 2003 Prentice Hall Inc. All rights reserved.3–33–3 AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO: 7.State the relationship between job satisfaction and behavior. 8.Identify four employee responses to dissatisfaction. L E A R N I N G O B J E C T I V E S (cont’d)

© 2003 Prentice Hall Inc. All rights reserved.3–43–4 Values

© 2003 Prentice Hall Inc. All rights reserved.3–53–5 Types of Values –- Rokeach Value Survey

© 2003 Prentice Hall Inc. All rights reserved.3–63–6 Values in the Rokeach Survey E X H I B I T 3-1a

© 2003 Prentice Hall Inc. All rights reserved.3–73–7 Values in the Rokeach Survey (cont’d) E X H I B I T 3-1b

© 2003 Prentice Hall Inc. All rights reserved.3–83–8 Mean Value Rankings of Executives, Union Members, and Activists E X H I B I T 3-2

© 2003 Prentice Hall Inc. All rights reserved.3–93–9 Dominant Work Values in Today’s Workforce E X H I B I T 3-3

© 2003 Prentice Hall Inc. All rights reserved.3–10 Values, Loyalty, and Ethical Behavior Ethical Climate in the Organization Ethical Values and Behaviors of Leaders

© 2003 Prentice Hall Inc. All rights reserved.3–11 Hofstede’s Framework for Assessing Cultures

© 2003 Prentice Hall Inc. All rights reserved.3–12 Hofstede’s Framework (cont’d)

© 2003 Prentice Hall Inc. All rights reserved.3–13 Hofstede’s Framework (cont’d)

© 2003 Prentice Hall Inc. All rights reserved.3–14 Hofstede’s Framework (cont’d)

© 2003 Prentice Hall Inc. All rights reserved.3–15 Hofstede’s Framework (cont’d)

© 2003 Prentice Hall Inc. All rights reserved.3–16 The GLOBE Framework for Assessing Cultures Assertiveness Future Orientation Gender differentiation Uncertainty avoidance Power distance Individual/collectivism In-group collectivism Power orientation Humane orientation Assertiveness Future Orientation Gender differentiation Uncertainty avoidance Power distance Individual/collectivism In-group collectivism Power orientation Humane orientation E X H I B I T 3-4

© 2003 Prentice Hall Inc. All rights reserved.3–17 Attitudes

© 2003 Prentice Hall Inc. All rights reserved.3–18 Types of Attitudes

© 2003 Prentice Hall Inc. All rights reserved.3–19 The Theory of Cognitive Dissonance Desire to reduce dissonance Importance of elements creating dissonance Degree of individual influence over elements Rewards involved in dissonance Desire to reduce dissonance Importance of elements creating dissonance Degree of individual influence over elements Rewards involved in dissonance

© 2003 Prentice Hall Inc. All rights reserved.3–20 Measuring the A-B Relationship  Recent research indicates that the attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account. Moderating Variables Importance of the attitude Specificity of the attitude Accessibility of the attitude Social pressures on the individual Direct experience with the attitude Moderating Variables Importance of the attitude Specificity of the attitude Accessibility of the attitude Social pressures on the individual Direct experience with the attitude

© 2003 Prentice Hall Inc. All rights reserved.3–21 Self-Perception Theory

© 2003 Prentice Hall Inc. All rights reserved.3–22 An Application: Attitude Surveys

© 2003 Prentice Hall Inc. All rights reserved.3–23 Sample Attitude Survey E X H I B I T 3-5

© 2003 Prentice Hall Inc. All rights reserved.3–24 Job Satisfaction  Measuring Job Satisfaction –Single global rating –Summation score  How Satisfied Are People in Their Jobs? –Job satisfaction declined to 50.7% in 2000 –Decline attributed to: Pressures to increase productivity Less control over work

© 2003 Prentice Hall Inc. All rights reserved.3–25 The Effect of Job Satisfaction on Employee Performance  Satisfaction and Productivity –Satisfied workers aren’t necessarily more productive. –Worker productivity is higher in organizations with more satisfied workers.  Satisfaction and Absenteeism –Satisfied employees have fewer avoidable absences.  Satisfaction and Turnover –Satisfied employees are less likely to quit. –Organizations take actions to cultivate high performers and to weed out lower performers.

© 2003 Prentice Hall Inc. All rights reserved.3–26 Responses to Job Dissatisfaction E X H I B I T 3-6

© 2003 Prentice Hall Inc. All rights reserved.3–27 How Employees Can Express Dissatisfaction

© 2003 Prentice Hall Inc. All rights reserved.3–28 Job Satisfaction and OCB  Satisfaction and Organizational Citizenship Behavior (OCB) –Satisfied employees who feel fairly treated by and are trusting of the organization are more willing to engage in behaviors that go beyond the normal expectations of their job.