1. Chapter 3: Values, Attitudes, Moods, and Emotions
Understanding
and
Managing
Organizational
Behavior
4th Edition
Chapter 3: Values, Attitudes, Moods, and Emotions
JENNIFER GEORGE
& GARETH JONES

2. Chapter Objectives
Describe the nature of work values and ethical values and why they are of critical importance in organizations
Understand why it is important to understand employees’ moods and emotions on the job
Appreciate when and why emotional labor occurs in organizations

3. Chapter Objectives
Describe the nature, causes, theories, and consequences of job satisfaction
Appreciate the distinction between affective commitment and continuance commitment and their implications for understanding organizational behavior

4. Opening Case: Richard Branson is Never Bored
Is it possible to have fun while performing a very high stakes job?
Richard Branson, Founder and CEO of Virgin Group, Ltd.
“I don’t think of work as work and play as play. It’s all living…. I’m living and learning every day.”

5. The Nature of Values
One’s personal convictions about what one should strive for in life and how one should behave
Work values: employee’s personal convictions about what outcomes one should expect from work and how one should behave at work
Ethical values: one’s personal convictions about what is right and wrong

6. Outcome Expectations and Work
Comfortable existence
Family security
Sense of accomplishment
Self-respect
Social recognition
Exciting Life

7. Table 3.1 A Comparison of Intrinsic and 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

8. Ethical Values
One’s personal convictions about what is right and wrong
Utilitarian values: decisions should produce the greatest good for the greatest number of people
Moral rights values: decisions should protect the fundamental rights ad privileges of those affected
Justice values: decisions should allocate benefits and harms among those affected by the decision in a fair and equitable manner.

9. Code of Ethics
Set of formal rules and standards, based on ethical values and beliefs about what is right and wrong, that employees can use to make appropriate decisions when the interests of other individuals or groups are at stake
Whistleblowers inform people in positions of authority of instances of wrongdoing, illegal behavior, or unethical behavior in an organization

10. Work Attitudes
Collections of feelings, beliefs, and thoughts about how to behave that people currently hold about their jobs and organizations.
Specific work attitudes:
Job satisfaction is the collection of feelings and beliefs that people have about their current jobs.
Organizational commitment is the collection of feelings and beliefs that people have about their organizations as a whole.

11. 6
Work Moods
How people feel at the time they actually perform their jobs.
More transitory than values and attitudes.
Determining factors:
Personality
Work situation
Circumstances outside of work

12. Work Moods Positive Excited Enthusiastic Active Strong Peppy Elated
Negative
Distressed
Fearful
Scornful
Hostile
Jittery
Nervous

13. Emotions
Intense, short-lived feelings that are linked to specific cause or antecedent
Emotions can feed into moods
Emotional labor: the work employees perform to control their experience and expression of moods and emotions on the job

14. Determinants of Job Satisfaction_1
Personality: the enduring ways a person has of feeling, thinking, and behaving
Extroverts tend to have higher levels of job satisfaction than introverts
Values: reflect employees’ convictions about the outcomes that work should lead to and how one should behave at work
Those with strong intrinsic work values is more likely than one with weak intrinsic work values to be satisfied with a job that is meaningful but requires long hours and offer poor pay

15. Determinants of Job Satisfaction_2
Work Situation
tasks a person performs
people a jobholder interacts with
surroundings in which a person works
the way the organization treats the jobholder

16. Determinants of Job Satisfaction_3
Social Influence: influence that individuals or groups have on a person’s attitudes and behavior
Coworkers
Family
Other reference groups (unions, religious groups, friends)
Culture

17. Theories of Job Satisfaction
The Facet Model
Herzberg’s Motivator-Hygiene Theory
The Discrepancy Model
The Steady-State Theory

18. The Facet Model
Focuses primarily on work situation factors by breaking a job into its component elements, or job facets, and looking at how satisfied workers are with each.
A worker’s overall job satisfaction is determined by summing his or her satisfaction with each facet of the job.

19. Table 3.2 Job Facets Ability utilization Achievement Activity
Advancement
Authority
Company policies and practices
Compensation
Co-workers
Creativity
Independence
Moral values
Recognition
Responsibility
Security
Social service
Social status
Human relations supervision
Technical supervision
Variety
Working conditions

20. Herzberg’s Motivator-Hygiene Theory of Job Satisfaction
Focuses on the effects of certain types of job facets
Everyone has two sets of needs or requirements
Motivator needs are associated with the actual work itself and how challenging it is
Facets: interesting work, autonomy, responsibility
Hygiene needs are associated with the physical and psychological context in which the work is performed
Facets: physical working conditions, pay, security

21. Herzberg’s Motivator-Hygiene Theory
Hypothesized relationships between motivator needs, hygiene needs, and 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.

22. 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
What one’s former job was like
Can be used in combination with the Facet Model.

23. Determining Satisfaction with the Discrepancy and Facet Models
A) How much (enter job facet) do you currently have at your job?
B) How much (enter job facet) do you think your job should have?
The difference between A and B indicates the level of satisfaction with that facet
The differences are summed for an overall satisfaction score

24. The Steady-State Theory of Job Satisfaction
Each worker has a typical or characteristic level of job satisfaction, called the steady state or equilibrium level.
Different situational factors or events at work may move a worker temporarily from this steady state, but the worker will eventually return to his or her equilibrium level.

25. Consequences of Job (Dis)Satisfaction
Performance: Satisfied workers are slightly more likely to perform at a higher level than dissatisfied workers
Absenteeism: Satisfied workers are only slightly less likely to be absent than dissatisfied workers
Turnover: Satisfied workers are less likely to leave the organization than dissatisfied workers

26. Table 3.3 Determinants of Absence from Work
Motivation to attend work is affected by
Job satisfaction
Organization’s absence policy
Other factors
Ability to attend work is affected by
Illness and accidents
Transportation problems
Family responsibilities

27. Consequences of Job Satisfaction
Organizational citizenship behavior (OCB): Satisfied workers are more likely to engage in this behavior than dissatisfied workers.
Helping coworkers, spreading goodwill
Employee well-being: Satisfied workers are more likely to have strong well-being than dissatisfied workers.
How happy, healthy, and prosperous workers are

28. Organizational Commitment
Feelings and beliefs about the employing organization as a whole
Affective commitment
Continuance commitment
Affective commitment is more positive for organizations than continuance commitment