1. Chapter © 2008The McGraw-Hill Companies, Inc. All rights reserved. Values, Attitudes, and Job Satisfaction 6 McGraw-Hill/IrwinCopyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved.

2. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-2 Ch. 6 Learning Objectives 1.Distinguish between terminal and instrumental values, and describe three types of value conflict. 2.Describe the values model of work/family conflict, and specify at least three practical lessons from work/family conflict research. 3.Identify the three components of attitudes and discuss cognitive dissonance. 4.Explain how attitudes affect behavior in terms of Ajzen’s theory of planned behavior.

3. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-3 Ch. 6 Learning Objectives 5.Describe the model of organizational commitment. 6.Define the work attitudes of job involvement and job satisfaction. 7.Identify and briefly describe five alternative causes of job satisfaction. 8.Identify eight important correlates/consequences of job satisfaction, and summarize how each one relates to job satisfaction.

4. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-4 Your Experience What was the primary reason you’ve ever quit a job? a.Didn’t like my boss b.I wasn’t a fit with the company culture c.Better pay somewhere else d.More interesting or challenging work somewhere else e.I’ve never quit a job f.Other

5. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-5 Instrumental and Terminal Values Instrumental Values alternative behaviors or means by which we achieve desired ends Examples? Terminal Values desired end-states or life goals Examples?

6. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-6 Value Conflicts Intrapersonal Value Conflict Interpersonal Value Conflict Individual-Organizational Value Conflict

7. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-7 Test Your Knowledge Match the types of conflicts with the descriptions below 1.Intrapersonal Value Conflict 2.Interpersonal Value Conflict 3.Individual-Organization Value Conflict--------------------------------------------------------------------- A.I want to be healthy by exercising regularly; I want to advance my career by working hard and be involved in my children’s life. B.I want to be healthy; My organization values smoking. C.I want to be honest by reporting company financials accurately; My coworker values a bonus that would come from reporting booked income early.

8. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-8 A Values Model of Work/Family Conflict Family Values Value Similarity Work Values Value Congruence Work/Family Conflict Value Attainment Job and Life Satisfaction General Life Values

9. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-9 Test Your Knowledge True or False? 1.Generation X fathers are equally as involved with the children as mothers. 2.Having lots of specific family-friendly programs is more important than having a family-friendly culture 3.Work flexibility in terms of when, where and how employees get their jobs done is essential for work/life balance. 4.Self-employed people experience higher levels of work-family stress than those employed by organizations.

10. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-10 Attitudes Attitude is defined as “a learned predisposition to respond in a consistently favorable or unfavorable manner with respect to a given object” When are attitudes most susceptible to change?

11. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-11 Attitudes Three components of an attitude Affective: feelings or emotions about an object Behavioral: how one intends to act toward someone or something Cognitive: beliefs or ideas one has about an object

12. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-12 Test Your Knowledge Which attitude component is depicted by each of these statements? A=Affective, B=Behavioral, or C=Cognitive a.“I like going to work.” b.“Working allows me to afford what I need and want.” c.“I intend to quit my job.” d.“Working with my coworkers is frustrating.” e.“I believe working helps contribute to society.”

13. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-13 Cognitive Dissonance Psychological discomfort experienced when attitudes and behavior are inconsistent How can you reduce cognitive dissonance?

14. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-14 Ajzen’s Theory of Planned Behavior Attitude toward the behavior Subjective norm Perceived behavioral control IntentionBehavior Figure 6-2

15. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-15 Timeline of Work Values and Attitudes

16. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-16 Work Attitudes Organizational Commitment extent to which an individual identifies with an organization and its goals Why does organizational commitment matter?

17. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-17 Model of Organizational Commitment

18. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-18 Test Your Knowledge Dylan is independently wealthy but works very hard at his job. He believes in the values of the company and enjoys devoting time to accomplishing the company goals. Dylan most likely has _________. a.Affective commitment b.Normative commitment c.Continuance commitment

19. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-19 Work Attitudes Job Involvement extent to which an individual is immersed in his or her personal job Job Satisfaction is an affective or emotional response toward various facets of one’s job

20. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-20 Causes of Job Satisfaction Need Fulfillment Discrepancies Value Attainment Equity Disposition/ Genetic Components

21. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-21 Correlates of Job Satisfaction

22. Chapter © 2008The McGraw-Hill Companies, Inc. All rights reserved. Supplemental Slides 6 6-22

23. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-23 Video Cases Patagonia Leaving Corporate America

24. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-24 Smashing the Clock: Best-Buy’s Cultural Experiment Problem: Best Buy employees suffered stress, burnout, and there was high turnover Solution: Results Only Work Environment (ROWE) “No mandatory meetings; never required to be at work; performance is based on output, not hours” “The official policy …. is that people are free to work wherever they want, whenever they want, as long as they get their work done. “ Results: Average voluntary turnover has fallen drastically Productivity is up an average 35% Employee engagement has increased. Source: Conlin, M. Smashing the Clock, Business week, November, 2006,

25. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-25 Engagement: Why am I Here? What percentage of the American workforce do NOT know or understand their employer’s business strategy and are not engaged in their jobs? A.10% B.35% C.66% D.80%

26. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-26 Job Embeddedness contributes to employees’ decisions to stay or go beyond org. commitment and job satisfaction. Comprised of: Fit: the extent job and community are similar or fit with other aspects in a person’s life Links: the person has links to other people or activities Sacrifice: what would the person sacrifice if he/she left Source: Holtom, B.C., Mitchell, T. R., and Lee, T.W. Increasing human and social capital by applying job embeddedness theory, Organizational Dynamics, Vol. 35.(4), 316-331, 2006.

27. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-27 Job Embeddedness These are important both on and off the job Organization Community Thus, the better the fit between the organization and community, the more links to both the organization and community, and the greater the sacrifice to the individual if he/she left the less likely an employee is to leave Source: Holtom, B.C., Mitchell, T. R., and Lee, T.W. Increasing human and social capital by applying job embeddedness theory, Organizational Dynamics, Vol. 35.(4), 316-331, 2006.

28. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-28 Job Embeddedness Source: Holtom, B.C., Mitchell, T. R., and Lee, T.W. Increasing human and social capital by applying job embeddedness theory, Organizational Dynamics, Vol. 35.(4), 316-331, 2006. CompanyPracticeAspect Strengthened SEI InvestmentsOpen floor plan so everyone feels equal Fit-Organization Deloitte & Touche, PWCReferral bonuses including new cars Link-Organization Booz Allen & Hamilton2/3rds of employees have flexible work arrangement Sacrifice- Organization Bingham McCutchenBox seats at Fenway ParkFit-Community Texas InstrumentsSponsors day camps for kidsLink-Community

29. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-29 Sick Leave or Free Day Off? 38% of unscheduled absences are due to personal illness. 62% call in sick due to: 23% Family issues 18% Personal needs 11% Stress 10% Entitlement mentality When is it ethical to use sick days? What can corporations do to control cost yet meet employee’s needs? Source: Gardner, M. Arizona Republic, Sick leave or free day off?, D3, 1/15/05

30. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-30 Flextime Flexible arrival time Core period Flexible departure time 7:00 a.m.9:00 a.m. 3:30 p.m.6:00 p.m.

31. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-31 Change in Male Perspectives I would sacrifice family time for exciting opportunities and higher pay at my job 21% I would sacrifice exciting opportunities and higher pay at my job for more time with my family 72% Generally speaking, do you prefer a male or female boss? 55% No Preference 34% - Male 9% Female

32. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-32 Average Work Weeks Across Countries

33. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-33 Launching Flextime Programs Use flex policies to lure new employees by mentioning it in job openings Recognize that flextime isn’t a perk, it’s a strategic tool Empower employees to craft flexible solutions Expect employees to make a business case for going flextime Give employees a formal structure for planning and implementing a flexible schedule Share success stories Adopt a flex policy on a small scale and measure the results

34. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-34 Modern Technology Interferes with Work- Life Balance “Electronic Leashes” might actually keep flextime employees working rather than using their free time for family obligations: Laptop computers Mobile phones Personal digital assistants Tracking devices Wireless and high-speed Internet access

35. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-35 Deci’s Cognitive Evaluation Theory Job Performance An external locus of control; diminished sense of competence and self-determination Control Aspect Contingent rewards that are expected by the recipient An internal locus of control; enhanced sense of competence and self-determination Informational Aspect Unexpected, noncontingent rewards or instructive feedback Reward Self-Perception Erosion of intrinsic motivation Enhancement of intrinsic motivation Perceived Salience

36. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-36 Americans More Unhappy with Jobs

37. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-37 Training Managers to Curb Turnover Teach them to provide daily informal feedback to employees Train them to ask employees regularly about their own training needs Teach managers to be flexible

38. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-38 What Makes Them Stay Exciting work and challenge Career growth, learning and development Fair pay and benefits Relationships and working with a great boss Pride in the organization, its mission and its product Great work environment or culture Being recognized, valued and respected Meaningful work, making a difference Autonomy

39. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-39 Retention Tips Focus initially on the executive group Present a retention business case to the executive team Make retention mandatory Design retention as an OD intervention Use exit interviews Conduct routine sensing interviews Focus on the histories and culture of acquired employees View recruiting as ongoing and proactive Keep track of employment trends

40. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-40 Retention Tips Cont. Treat your people like VIPs—Very Individual People Leverage the strengths of the current team members Develop individualized retention plans Provide clear development plans and learning opportunities Stay connected with previous employees Plan challenges for knowledge-based people Communicate goals, strategies and successes Maintain a warrior spirit towards retention

41. © 2008 The McGraw-Hill Companies, Inc. All rights reserved. 6-41 Conclusion Questions for discussion