04/07/23Prof. Amie Moulik 3–1

Values, Values, Attitudes, & Job Attitudes, & Job

satisfactionsatisfaction

Prof. Amie MoulikProf. Amie Moulik

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.

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7. State the relationship between job satisfaction and behavior.

8. Identify four employee responses to dissatisfaction.

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ValuesValuesValuesValues

Basic conviction: Basic conviction: ““A specific A specific

mode of conduct or end-statemode of conduct or end-state

of existence is of existence is personally or personally or

socially preferablesocially preferable to an to an

opposite or converse mode opposite or converse mode

of conduct or end-state of of conduct or end-state of

existence.”existence.”

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Values

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.

Value System

A hierarchy based on a ranking of an individual’s values in terms of their intensity.

Provide understanding of the attitudes, motivation, and behaviors of individuals and cultures.

Influence our perception of the world around us.

Represent interpretations of “right” and “wrong.”

Imply that some behaviors or outcomes are preferred over others.

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Terminal Values

Desirable end-states of existence; the goals that a person would like to achieve during his or her lifetime.

Instrumental Values

Preferable modes of behavior or means of achieving one’s terminal values.

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E X H I B I T 3–1E X H I B I T 3–1

Source: M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973).

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E X H I B I T 3–1 (cont’d)E X H I B I T 3–1 (cont’d)

Source: M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973).

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E X H I B I T 3–2E X H I B I T 3–2

Source: Based on W. C. Frederick and J. Weber, “The Values of Corporate Managers and Their Critics: An Empirical Description and Normative Implications,” in W. C. Frederick and L. E. Preston (eds.) Business Ethics: Research Issues and Empirical Studies (Greenwich, CT: JAI Press, 1990), pp. 123–44.

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E X H I B I T 3–3E X H I B I T 3–3

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Ethical Climate inEthical Climate inthe Organizationthe Organization

Ethical Climate inEthical Climate inthe Organizationthe Organization

Ethical Values and Ethical Values and Behaviors of Behaviors of

LeadersLeaders

Values of middlemiddle andand upper managementupper management bear significantly on the entire ethical climate entire ethical climate within an organization

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Tenure. Self, relationships, organization.

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Ethical principles. Utilitarianism: seek the greatest good for the

greatest number of people when choosing among alternatives.

Individual rights. Distributive justice. Moral development & intensity:the individuals

level of maturity regarding ethical decision making.

Ethical Sensitivity:An individuals ability to recognise the presence and determine the importance of an ethical issue.

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Power distance Individualism vs. collectivism Quantity vs. quality of life Uncertainty avoidance Long-term vs. short-term

orientation

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Power Distance

The extent to which a society accepts that power in institutions and organizations is distributed unequally.

low distance: relatively equal distributionhigh distance: extremely unequal distribution

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Collectivism

A tight social framework in which people expect others in groups of which they are a part to look after them and protect them.

Individualism

The degree to which people prefer to act as individuals rather than a member of groups.

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Achievement

The extent to which societal values are characterized by assertiveness, materialism and competition.

Nurturing

The extent to which societal values emphasize relationships and concern for others.

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Uncertainty Avoidance

The extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them.

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Long-term Orientation

A national culture attribute that emphasizes the future, thrift, and persistence.

Short-term Orientation

A national culture attribute that emphasizes the past and present, respect for tradition, and fulfilling social obligations.

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• Assertiveness

• Future Orientation

• Gender differentiation

• Uncertainty avoidance

• Power distance

• Individual/collectivism

• In-group collectivism

• Performance orientation

• Humane orientation

• Assertiveness

• Future Orientation

• Gender differentiation

• Uncertainty avoidance

• Power distance

• Individual/collectivism

• In-group collectivism

• Performance orientation

• Humane orientation

E X H I B I T 3–4E X H I B I T 3–4Source: M. Javidan and R. J. House, “Cultural Acumen for the Global Manager:

Lessons from Project GLOBE,” Organizational Dynamics, Spring 2001, pp. 289–305.

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AttitudesAttitudesAttitudesAttitudes

Evaluative statements – Evaluative statements –

favorable or unfavorable –favorable or unfavorable –

about objects, people, or about objects, people, or

events; reflect how one events; reflect how one

feels about somethingfeels about something

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Attitudes

Evaluative statements or judgments concerning objects, people, or events.

Affective ComponentThe emotional or feeling segment of an attitude.

Cognitive componentThe opinion or belief segment of an attitude.

Behavioral ComponentAn intention to behave in a certain way toward someone or something.

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Job InvolvementIdentifying with the job, actively participating in it, and considering performance important to self-worth.

Organizational CommitmentIdentifying with a particular organization and its goals, and wishing to maintain membership in the organization.

Job SatisfactionA collection of positive and/or negative feelings that an individual holds toward his or her job.

Evidence indicates that the most important factors conducive to job satisfaction are

Mentally challengingchallenging workEquitableEquitable rewardsSupportive working conditionsSupportiveSupportive colleagues

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Evidence shows that satisfaction’s effect on productivity is fairly smallsmall

Productivity can be increased:More by removing outside constraintsremoving outside constraints than by

influencing satisfactionBy introducing organizational rewardsorganizational rewards for

productivity, such as Verbal RecognitionRecognition PayPay Level Probabilities for PromotionPromotion

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Early on, OCB was assumed to be closely linked to satisfaction

Recent evidence: Satisfaction influences OCB through perceptions of fairnessperceptions of fairness OutcomesTreatmentProcedures

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Cognitive DissonanceCognitive DissonanceCognitive DissonanceCognitive Dissonance

Inconsistencies betweenInconsistencies between

two or more of a person’s two or more of a person’s

attitudes or between a attitudes or between a

person’s behavior and person’s behavior and

attitudesattitudes

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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

Cognitive Dissonance

Any incompatibility between two or more attitudes or between behavior and attitudes.

If elements creating dissonance are relatively unimportantunimportant, pressure to correct imbalance will be low

Degree of influenceDegree of influence over the elements will impact how we react to dissonance

RewardsRewards influence the degree that we are motivated to reduce dissonance

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Social constraintsSocial constraints moderate behavior Although some hold contradictory contradictory

attitudesattitudes, pressures are toward consistency

Other things besides attitudes influence behavior

Attitudes dodo influence behavior

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Recent research indicates that attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account.

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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

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Attitudes are used after the fact to make sense out of an action that has already occurred.

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Attitude Surveys

Eliciting responses from employees through questionnaires about how they feel about their jobs, work groups, supervisors, and the organization.

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Training activities that can reshape employee attitudes concerning diversity:Participating in diversity training that

provides for self-evaluation and group discussions.

Volunteer work in community and social serve centers with individuals of diverse backgrounds.

Exploring print and visual media that recount and portray diversity issues.

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Measuring Job SatisfactionSingle global ratingSummation score

How Satisfied Are People in Their Jobs? Job satisfaction declined to 50.4% in 2002Decline attributed to:

Pressures to increase productivity and meet tighter deadlines

Less control over work

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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 retain high

performers and to weed out lower performers.

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Exit

Behavior directed toward leaving the organization.

Voice

Active and constructive attempts to improve conditions.

Neglect

Allowing conditions to worsen.

Loyalty

Passively waiting for conditions to improve.

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E X H I B I T 3–5E X H I B I T 3–5Source: C. Rusbult and D. Lowery, “When Bureaucrats Get the Blues,” Journal

of Applied Social Psychology. 15, no. 1, 1985:83. Reprinted with permission.

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.

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Satisfied employees increase customer satisfaction because:They are more friendly, upbeat, and

responsive.They are less likely to turnover which helps

build long-term customer relationships.They are experienced.

Dissatisfied customers increase employee job dissatisfaction.

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