1. Self-Concept Defines who we are Values (core) & Self-esteem
Influences our beliefs, goals, expectations, perception
Personality

2. The Importance of Values
Judgment:
What is right,
good, desirable
Content:
Mode of conduct or
end-state is important
Stability:
Enduring
Intensity:
Ranking of
importance

3. Types of Values Terminal Values Instrumental Values
Values represent basic convictions that a “specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.”
Milton Rokeach created the Rokeach Value Survey (RVS) which consists of two sets of values: terminal values or desirable end-states of existence and instrumental values, preferable modes of behavior or means of achieving the terminal values.
The following are some examples of terminal values: a world of peace, a sense of accomplishment, a world of beauty, equality, freedom, and salvation.
The following are some examples of instrumental values: capable, cheerful, courageous, imaginative, logical, loving, and responsible.
Several studies confirm that RVS values vary among groups. People in the same occupations or categories, such as corporate executives, union members, or community activists, tend to hold similar values. The variance in RVS values among such groups is significant because they all have a vested interest in what corporations do.

4. Unique Values of Today’s Workforce
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 75
45 to 60
35 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
Workers who grew up influenced by the Great Depression, World War II, U.S. leadership in world manufacturing, the Andrews sisters, and the Berlin blockade entered the workforce from the mid-1940s to the late 1950s. They believe in the Protestant work ethic. Once hired, they tend to be loyal to an employer. They are likely to value family security and a comfortable life.
Employees who entered the workforce from the 1960s to the mid-1970s were influenced by John F. Kennedy, the civil rights movement, the Beatles, and the war in Vietnam. They brought with them a large measure of the “hippie ethic” and existential philosophy. Quality of life is more important to them than money and possessions. They value autonomy, freedom, and equality.
Those who entered the workforce from the mid-1970s through the mid-1980s reflect society’s return to more traditional values but with a greater emphasis on achievement and material success. They were influenced by Ronald Reagan conservatism, the defense build-up, dual-career households, and $150,000 starter homes. As pragmatists, they believe that the ends can justify the means. A sense of accomplishment and social recognition rank high for them.
The lives of the members of Generation X have been shaped by globalization, the fall of Communism, MTV, AIDS, and computers. They value flexibility, life options, job satisfaction, family, and relationships. Money is important as an indicator of career performance, but they are less willing to trade off leisure time for increases in salary, titles, security, and promotions.

5. Measuring Job Satisfaction
Single
Global
Rating
Summing
up Job
Facets

6. Assessing Employee Attitudes
Surveys
An efficient way to measure employee attitudes (job satisfaction, opportunities to participate in decision-making, recognition for efforts, fair treatment, etc.)
Job Satisfaction
The work itself
Pay
Supervisor relations

7. Attitude Surveys Attributes of an effective survey Anonymity
People feel more free to express opinions
Responses are summarized and followed-up on by management
Ensures that employee concerns are heard
Communicates that participating in the survey process is worthwhile
Clarifies misperceptions
Pay, benefits

8. Employee Interviews One on one interviews
Conducted by a human resources representative or an outside consultant
Broad questions followed-up with more specific questions
By starting broadly, you avoid falling into the “trap” of assuming that you already know the true concerns of employees
Interviewer records the key aspects of the employee interview noting both the “good and the “bad”
Look for and identify consistent themes or patterns arising from the interviews

9. Job Satisfaction and Employee Performance
Productivity: At
overall
organization level
Job
Satisfaction
and Employee
Performance
Absenteeism
Turnover

10. Responses to Job Dissatisfaction
Active
Exit
Voice
Destructive
Constructive
Employee dissatisfaction can be expressed in four types of responses which differ from one another along two dimensions: constructive/destructive and active/passive.
1. Exit. Behavior directed toward leaving the organization, such as looking for a new position or resigning.
2. Voice. Actively and constructively attempting to improve conditions, such as suggesting improvements, discussing problems with superiors, and some forms of union activity.
3. Loyalty. Passively but optimistically waiting for conditions to improve, such as speaking up for the organization in the face of external criticism and trusting the organization and its management to “do the right thing.”
4. Neglect. Passively allowing conditions to worsen, such as chronic lateness or absenteeism, reduced effort, and increased error rate.
Neglect
Loyalty
Passive