Organizational Behaviour

Values, Attitudes & Job Satisfaction

 Values
Values
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.
Prof. Sanket S.Salvi 3–2
 Importance
Importance of
of Values
Values

 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.

Prof. Sanket S.Salvi 3–3

 Types
Types of
of Values
Values –-
–- Rokeach
Rokeach Value
Value Survey
Survey

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.

Prof. Sanket S.Salvi 3–4

 Values
Values in
in
the
the
Rokeach
Rokeach
Survey
Survey

Source: M. Rokeach, The Nature of Human

Values (New York: The Free Press, 1973).

E X H I B I T 3–1
E X H I B I T 3–1

Prof. Sanket S.Salvi 3–5

 Values
Valuesin in
the
the
Rokeach
Rokeach
Survey
Survey
(cont’d)
(cont’d)

Source: M. Rokeach, The Nature of Human

Values (New York: The Free Press, 1973).

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

Prof. Sanket S.Salvi 3–6

 Mean
MeanValue
ValueRankings
Rankingsof of
Executives,
Executives,Union
Union
Members,
Members,and
andActivists
Activists

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.

E X H I B I T 3–2
E X H I B I T 3–2

Prof. Sanket S.Salvi 3–7

 Dominant
Dominant Work
Work Values
Values in
in Today’s
Today’s Workforce
Workforce

E X H I B I T 3–3
E X H I B I T 3–3

Prof. Sanket S.Salvi 3–8

 Values,
Values, Loyalty,
Loyalty, and
and Ethical
Ethical Behavior
Behavior

Ethical Values and

Behaviors of Leaders

Ethical
Ethical Climate
Climate in
in
Prof. Sanket S.Salvi 3–9
 Hofstede’s
Hofstede’s Framework
Framework for
forAssessing
Assessing Cultures
Cultures

Power Distance
The extent to which a society accepts that
power in institutions and organizations is
distributed unequally.
low distance: relatively equal distribution
high distance: extremely unequal distribution

Prof. Sanket S.Salvi 3–10

 Hofstede’s
Hofstede’s Framework
Framework (cont’d)
(cont’d)
Individualism Collectivism
The degree to which A tight social framework in
people prefer to act as which people expect
individuals rather than others in groups of which
a member of groups. they are a part to look
after them and protect
them.

Prof. Sanket S.Salvi 3–11

 Hofstede’s
Hofstede’s Framework
Framework (cont’d)
(cont’d)

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.

Prof. Sanket S.Salvi 3–12

 Hofstede’s
Hofstede’s Framework
Framework (cont’d)
(cont’d)

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

Prof. Sanket S.Salvi 3–13

 Hofstede’s
Hofstede’s Framework
Framework (cont’d)
(cont’d)
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.

Prof. Sanket S.Salvi 3–14

 The
The GLOBE
GLOBE ••Assertiveness
Assertiveness
Framework
Framework ••Future
for FutureOrientation
Orientation
for ••Gender
Assessing Genderdifferentiation
differentiation
Assessing
••Uncertainty
Uncertaintyavoidance
Cultures
Cultures avoidance
••Power
Powerdistance
distance
••Individual/collectivism
Individual/collectivism
••In-group
In-groupcollectivism
collectivism
••Performance
Performanceorientation
orientation
••Humane
Humaneorientation
orientation

Source: M. Javidan and R. J. House, “Cultural Acumen for the Global Manager: E X H I B I T 3–4
Lessons from Project GLOBE,” Organizational Dynamics, Spring 2001, pp. 289–305.
E X H I B I T 3–4

Prof. Sanket S.Salvi 3–15

 Attitudes
Attitudes

Attitudes Cognitive component

The opinion or belief segment
Evaluative of an attitude.
statements or
judgments Affective Component
concerning The emotional or feeling segment
objects, of an attitude.
people, or
events. Behavioral Component
An intention to behave in a certain
way toward someone or something.

Prof. Sanket S.Salvi 3–16

 Types
Types of
ofAttitudes
Attitudes

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

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

Organizational Commitment
Identifying with a particular organization and its
goals, and wishing to maintain membership in the
organization.
Prof. Sanket S.Salvi 3–17
 The
The Theory
Theory of
of Cognitive
Cognitive Dissonance
Dissonance

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

Desire
Desireto
toreduce
reducedissonance
dissonance
• •Importance
Importanceofofelements
elementscreating
creatingdissonance
dissonance
• •Degree
Degreeof
ofindividual
individualinfluence
influenceover
overelements
elements
• •Rewards
Rewardsinvolved
involvedinindissonance
dissonance

Prof. Sanket S.Salvi 3–18

 Measuring
Measuring the
theA-B
A-B Relationship
Relationship
 Recent research indicates that attitudes (A)
significantly predict behaviors (B) when
moderating variables are taken into account.

Moderating
ModeratingVariables
Variables
• •Importance
Importanceof ofthe
theattitude
attitude
• •Specificity
Specificityof
ofthe
theattitude
attitude
• •Accessibility
Accessibilityofofthe
theattitude
attitude
• •Social
Socialpressures
pressureson onthe
theindividual
individual
• •Direct
Directexperience
experiencewith
withthe
theattitude
attitude

Prof. Sanket S.Salvi 3–19

 Self-Perception
Self-Perception Theory
Theory

Attitudes are used after the fact to make sense

out of an action that has already occurred.

Prof. Sanket S.Salvi 3–20

 An
AnApplication:
Application:Attitude
Attitude Surveys
Surveys

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

Prof. Sanket S.Salvi 3–21

 Sample
SampleAttitude
Attitude Survey
Survey

Prof. Sanket S.Salvi 3–22

 Attitudes
Attitudes and
and Workforce
Workforce Diversity
Diversity
 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.

Prof. Sanket S.Salvi 3–23

 Job
Job Satisfaction
Satisfaction
 Measuring Job Satisfaction
– Single global rating
– Summation score
 How Satisfied Are People in Their Jobs?
– Job satisfaction declined to 50.4% in 2002
– Decline attributed to:
• Pressures to increase productivity and meet tighter
deadlines
• Less control over work

Prof. Sanket S.Salvi 3–24

 The
The Effect
Effect of
of Job
Job Satisfaction
Satisfaction on
on Employee
Employee
Performance
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 retain high performers
and to weed out lower performers.

Prof. Sanket S.Salvi 3–25

 Responses
Responses to
to Job
Job Dissatisfaction
Dissatisfaction

Source: C. Rusbult and D. Lowery, “When Bureaucrats Get the Blues,” Journal
E X H I B I T 3–5
of Applied Social Psychology. 15, no. 1, 1985:83. Reprinted with permission. E X H I B I T 3–5
Prof. Sanket S.Salvi 3–26
 How
How Employees
Employees Can
Can Express
Express Dissatisfaction
Dissatisfaction

Exit Voice
Behavior directed toward Active and constructive
leaving the organization. attempts to improve
conditions.

Loyalty Neglect
Passively waiting for Allowing conditions to
conditions to improve. worsen.

Prof. Sanket S.Salvi 3–27

 Job
Job Satisfaction
Satisfaction and
and OCB
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.

Prof. Sanket S.Salvi 3–28

 Job
Job Satisfaction
Satisfaction and
and Customer
Customer Satisfaction
Satisfaction
 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.

Prof. Sanket S.Salvi 3–29