Values Attitudes and Job Satisfaction

Values,
Attitudes, and
Job Satisfaction
0
Created by Soumi Rai. Copyright material.
What are Values, Attitudes, and

Moods and Emotions
Values
Describe what managers try to achieve
through work and how they think they
should behave.
Attitudes
Capture managers thoughts and feelings
about their specific jobs and organizations.
Moods and Emotions
Encompass how managers actually feel
when they areCreated
managing.
by Soumi Rai. Copyright
material.
Values
Values
Basic convictions that a specific mode of
conduct is personally or socially preferable to
an opposite or converse mode of conduct.
Values are deeply held beliefs about what is
good, right, and appropriate. Values are deepseated and remain constant over time.
Value System
A hierarchy based on a ranking of an

individuals values in terms of their
intensity.
Created by Soumi Rai. Copyright
material.
Importance of 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.

material.
Values: Terminal and Instrumental

Terminal Values
A personal conviction about life-long
goals
A sense of accomplishment,
equality, and self-respect.
Instrumental Values
A personal conviction about desired
modes of conduct or ways of behaving
Being hard-working, broadminded,
capable.
4
Values
in the
Rokeach
Survey
Source: M. Rokeach, The Nature of Human

Values (New York: The Free Press, 1973).
5
Values in
the
Rokeach
Survey
(contd)
Source: M. Rokeach, The Nature of Human

Values (New York: The Free Press, 1973).
6
Mean Value Rankings

of Executives, Union
Members, and 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. 12344.
7
Individualism
as a Work-Related Value
Individualism = the tendency of people to look after
themselves and their immediate family, which implies a
loosely integrated society
In cultures that emphasize individualism, people view
themselves as independent, unique, and special; value
individual goals over group goals; value personal identity,
personal achievement, pleasure, and competition; accept
interpersonal confrontation; and are less likely to conform
to others expectations
Such cultures include the United States, Australia, New
Zealand and the United Kingdom
Collectivism
as a Work-Related Value
Collectivism = the tendency of people to emphasize their
belonging to groups and to look after each other in
exchange for loyalty
Cultures that emphasize collectivism are characterized by
a tight social framework, concern for the common welfare,
emotional dependence of individuals on larger social units,
a sense of belonging, a desire for harmony, with group
goals being viewed as more important than individual
goals, and a concern for face-saving
Such cultures include Japan, China, Venezuela, and
Indonesia
Organizational Values
Organizations operate well only when
shared values exist among employees
Personal values guide both on- and
off-the-job behavior
Societys values impact organizational

values
Interactive nature of work, leisure,
family, and community
10
Organizational Culture
Organizational culture involves shared
Expectations
Values
Attitudes
It exerts influence on
Individuals
Groups
Organizational processes
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Organizational Culture
The more employees share and
accept the core values
The stronger the culture
The more it influences behavior
Artificially imposing a culture is

often met with resistance
12
Attitudes and Individual Behavior

Attitudes
Comprises of beliefs and feelings that people
have about specific ideas, situations, or other
people.
The Three Components of Attitudes:

Affective component reflects the feelings and
emotions an individual has toward a situation
(i.e., how we feel).
Cognitive component is derived from perceived
knowledge (i.e., why we feel the way we feel).
Intentional component is how a person expects
to behave in a given situation (i.e., what we
intend do about the situation).
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Attitudinal Components
Affective
Component
How we feel
toward the
situation
Cognitive
Component
Intentional
Component
Why we feel
that way
How we intend to
behave toward or
in the situation
14
Attitudes and Individual

Behavior
Cognitive Dissonance
The mental discomfort that individuals experience
when their own attitudes are in conflict with their
intended behavior.
Desire to reduce dissonance
Importance of elements creating dissonance
Degree of individual influence over elements
Rewards involved in dissonance
15
Work-Related Attitudes
Job Satisfaction or Dissatisfaction
An attitude that reflects the extent to which an individual
is gratified or fulfilled by his or her work.
Job Satisfaction and Work Behaviors
Job satisfaction is influenced by personal, group, and
organizational factors.
Satisfied employees are absent from work less often,
make positive contributions, and stay with the
organization.
Dissatisfied employees are absent from work more often,
may experience stress which disrupts coworkers, and
are continually looking for another job.
16
Job Satisfaction and Work Behaviors
High levels of job satisfaction do not necessarily
lead to high job performance.
17
Job Satisfaction Model

Outcomes/
inputs
of others
Past
experience
Amount
Expected
Perceived
amount
received
Job satisfaction
Job dissatisfaction
Inequity feelings
18
How Employees Can Express

Dissatisfaction
Exit
Voice
Behavior directed
toward leaving the
organization.
Active and constructive

attempts to improve
conditions.
Loyalty
Neglect
Passively waiting for

conditions to improve.
Allowing conditions to
worsen.
19
An Application: Attitude Surveys

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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Sample Attitude Survey

material.
21
-2
-1
Sample Items from

Measures of Satisfaction
1
2
Source: R.B. Dunham and J. B. Herman,

Development of a Female Face Scale for Measuring
Job Satisfaction. Journal of Applied Psychology 60
(1975): 62931.
22
Organizational Commitment
An attitude that reflects an individuals identification
with and attachment to an organization.
Organizational Commitment and Work Behaviors
Employee commitment strengthens with an individuals
age, years with the organization, sense of job security,
and participation in decision making.
Committed employees have highly reliable habits, plan
a longer tenure with the organization, and muster more
effort in performance.
23
Organizational Commitment
Affective commitment
Emotional attachment to,
identification with, and
involvement in an
organization
Continuance commitment
Belief that staying with the
organization serves your
personal interests
24
Building Organizational
Commitment
Maintain fairness and
satisfaction
Provide some job security
Support organizational
comprehension
Involve employees in
decisions
Build trust
25
A Measure of
Organizational
Commitment
Source: L. W. Porter and F. J. Smith, Organizational

Commitment Questionnaire, in J. D. Cook, S. J. Hepworth, T.
D. Wall, and P. B. Warr, eds., The Experience of Work: A
Compendium and Review of 249 Measures and Their Use
(New York: Academic Press, 1981), 8486.
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Organizational Citizenship Behaviors
Behaviors that are not required of
organizational members but that
help the firm in gaining a
competitive advantage.
Managers with high satisfaction
are more likely perform these
above and beyond the call of
duty behaviors.
Managers who are satisfied with
their jobs are less likely to quit.
27
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.
28

Values Attitudes and Job Satisfaction

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Values,

What are Values, Attitudes, and

A hierarchy based on a ranking of an

Imply that some behaviors or outcomes are preferred

Created by Soumi Rai. Copyright

Values: Terminal and Instrumental

Source: M. Rokeach, The Nature of Human

Source: M. Rokeach, The Nature of Human

Mean Value Rankings

Societys values impact organizational

Artificially imposing a culture is

Created by Soumi Rai. Copyright material.

Attitudes and Individual Behavior

The Three Components of Attitudes:

Attitudes and Individual

Created by Soumi Rai. Copyright material.

Created by Soumi Rai. Copyright material.

Job Satisfaction Model

Created by Soumi Rai. Copyright material.

How Employees Can Express

Active and constructive

Passively waiting for

Created by Soumi Rai. Copyright material.

An Application: Attitude Surveys

Created by Soumi Rai. Copyright material.

Sample Attitude Survey

Created by Soumi Rai. Copyright

Sample Items from

Source: R.B. Dunham and J. B. Herman,

Source: L. W. Porter and F. J. Smith, Organizational

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