ORGANIZATIONAL BEHAVIOR

PDF created with pdfFactory Pro trial version www.pdffactory.com

OBJECTIVES LEARNING

AFTER STUDYING CHAPTER THREE AND LISTENING TO MY LECTUER, YOU SHOULD BE ABLE TO:

1. Contrast terminal and instrumental values. 2. List the dominant values in todays 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.

PDF created with pdfFactory Pro trial version www.pdffactory.com

O B J E C T I V E S (contd) LEARNING

AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO:

7. State the relationship between job satisfaction and behavior. 8. Identify four employee responses to dissatisfaction.

PDF created with pdfFactory Pro trial version www.pdffactory.com

Values Values

PDF created with pdfFactory Pro trial version www.pdffactory.com

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

PDF created with pdfFactory Pro trial version www.pdffactory.com

Values in Values in the the Rokeach Rokeach Survey Survey

EXHIBIT

3-1a

PDF created with pdfFactory Pro trial version www.pdffactory.com

Values in Values in the the Rokeach Rokeach Survey Survey (contd) (contd)

EXHIBIT

3-1b

PDF created with pdfFactory Pro trial version www.pdffactory.com

Mean Value Rankings of Mean Value Rankings of Executives, Union Members, Executives, Union Members, and Activists and Activists

EXHIBIT

3-2

PDF created with pdfFactory Pro trial version www.pdffactory.com

Dominant Work Values in Todays Workforce Dominant Work Values in Todays Workforce

EXHIBIT

3-3

PDF created with pdfFactory Pro trial version www.pdffactory.com

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

Ethical Values and Behaviors of Leaders

Ethical Climate in Ethical Climate in the Organization the Organization

PDF created with pdfFactory Pro trial version www.pdffactory.com

Hofstedes Framework for Assessing Cultures Hofstedes Framework for Assessing Cultures

PDF created with pdfFactory Pro trial version www.pdffactory.com

Hofstedes Framework (contd) Hofstedes Framework (contd)

PDF created with pdfFactory Pro trial version www.pdffactory.com

Hofstedes Framework (contd) Hofstedes Framework (contd)

PDF created with pdfFactory Pro trial version www.pdffactory.com

Hofstedes Framework (contd) Hofstedes Framework (contd)

PDF created with pdfFactory Pro trial version www.pdffactory.com

Hofstedes Framework (contd) Hofstedes Framework (contd)

PDF created with pdfFactory Pro trial version www.pdffactory.com

The GLOBE The GLOBE Framework Framework for for Assessing Assessing Cultures Cultures

Assertiveness Assertiveness Future Orientation Future Orientation Gender differentiation Gender differentiation Uncertainty avoidance Uncertainty avoidance Power distance Power distance Individual/collectivism Individual/collectivism In-group collectivism In-group collectivism Power orientation Power orientation Humane orientation Humane orientation

EXHIBIT

3-4

PDF created with pdfFactory Pro trial version www.pdffactory.com

Attitudes Attitudes

PDF created with pdfFactory Pro trial version www.pdffactory.com

Types of Attitudes Types of Attitudes

PDF created with pdfFactory Pro trial version www.pdffactory.com

The Theory of Cognitive Dissonance The Theory of Cognitive Dissonance

Desire to reduce dissonance Desire to reduce dissonance

Importance of elements creating dissonance Importance of elements creating dissonance Degree of individual influence over elements Degree of individual influence over elements Rewards involved in dissonance Rewards involved in dissonance

PDF created with pdfFactory Pro trial version www.pdffactory.com

Measuring the A-B Relationship Measuring the A-B Relationship

Recent research indicates that the attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account. Moderating Variables Moderating Variables
Importance of the attitude Importance of the attitude Specificity of the attitude Specificity of the attitude Accessibility of the attitude Accessibility of the attitude Social pressures on the individual Social pressures on the individual Direct experience with the attitude Direct experience with the attitude

PDF created with pdfFactory Pro trial version www.pdffactory.com

Self-Perception Theory Self-Perception Theory

PDF created with pdfFactory Pro trial version www.pdffactory.com

An Application: Attitude Surveys An Application: Attitude Surveys

PDF created with pdfFactory Pro trial version www.pdffactory.com

Sample Attitude Survey Sample Attitude Survey

EXHIBIT

3-5

PDF created with pdfFactory Pro trial version www.pdffactory.com

Job Satisfaction Job Satisfaction

Measuring Job Satisfaction
Single global rating Summation score

How Satisfied Are People in Their Jobs?

Job satisfaction declined to 50.7% in 2000 Decline attributed to:
Pressures to increase productivity Less control over work

PDF created with pdfFactory Pro trial version www.pdffactory.com

The Effect of Job Satisfaction on Employee The Effect of Job Satisfaction on Employee Performance Performance
Satisfaction and Productivity
Satisfied workers arent 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 cultivate high performers and to weed out lower performers.

PDF created with pdfFactory Pro trial version www.pdffactory.com

Responses to Job Dissatisfaction Responses to Job Dissatisfaction

EXHIBIT

3-6

PDF created with pdfFactory Pro trial version www.pdffactory.com

How Employees Can Express Dissatisfaction How Employees Can Express Dissatisfaction

PDF created with pdfFactory Pro trial version www.pdffactory.com

Job Satisfaction and OCB Job Satisfaction and 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.

PDF created with pdfFactory Pro trial version www.pdffactory.com