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ORGANIZATIONAL BEHAVIOR

Lilibeth Eng Rondón


Values, attitudes and job satisfaction
VALUES
CONCEPT EXAMPLES
The basic belief that a specific mode of conduct or end state of existence is pe
rsonally or socially preferable to a mode of conduct or end state of existence o
pposite or reverse
Placer Freedom Honesty Respect Obedience Equality
SYSTEM VALUES
WHAT IS IT? SOURCES
National Culture
The hierarchy based on a score of individual values in terms of its intensity.
Honest Pleasure Equality
IMPORTANCE
Obedience Respect Freedom
The teachings of: Parents Teachers, Friends and Environmental similar
influences.
TYPES OF SECURITIES AS Milton Rokeach
Instrumental values preferred modes of behavior or means of achieving a terminal
values.
TERMINAL VALUES desirable end of existence, the goals that a person would like t
o achieve during his lifetime.
TYPES OF SECURITIES (Cont.)
INSTRUMENTAL TERMINALS
A Comfortable and Exciting life A sense of accomplishment A world at peace and b
eauty in the family Security Equal Freedom and Happiness Harmony mature internal
National Security Love Pleasure Salvation Self Respect Friendship Social recogn
ition True Wisdom
Nice open mind ambitions Able to Help Clean Forgiveness Honesty Beliefs
Imaginative (a) Intellectual Independent Logic Responsible Loving Kind Obedient
controlled Auto
Courage, loyalty and ethical behavior.
Veterans STATE WORKFORCE ENTRY
Until the mid-50s top 60 1965-1985
COMING AGE DA CURRENT
KEY VALUES OF WORK
Conservative hard work, loyalty to the organization
Over 60
Boomers
40-60
Success, achievement, ambition, disgust with authority, loyalty to the career an
d work life balance, team, unhappy with the rules, leisure, loyalty, trust relat
ions, economic success, team, loyalty to yourself and relationships
Generation X
1985-2000
Globalization, economic stagnation, the collapse of communism, MTV, AIDS, and co
mputers.
25-40
Next
From 2000 to present
Less than 25
Generation X grew up in times of prosperity, have high expectations, believe
in themselves and express their ability to succeed, constantly looking for your
dream job, do not mind the change of position.
VALUES ACROSS CULTURES
POWER DISTANCE
The extent to which people in a country accepts that power in institutions and o
rganizations is distributed unequally.
Individualism Vs Collectivism INDIVIDUALISM.
The degree to which people in a country prefer to act as individuals rather than
as members of groups.
Collectivism
Equivalent to a low individualism.
VALUES ACROSS CULTURES
MATERIAL
QUALITY OF LIFE Materialism Vs.
Extent to which prevailing values such as: Assertiveness money Acquisition A
cquisition of tangible property Competition.
QUALITY OF LIFE
Degree to which people value: shows sensitivity Foreign Concern for the we
lfare of others.
VALUES ACROSS CULTURES
CANCELLATION OF THE UNCERTAINTY
The degree to which people in a country prefer structured situations over unstru
ctured. High Anxiety, Aggression Tension Nervousness
SHORT TERM LONG TERM
ORIENTATION TO LONG TERM SHORT TERM Vs.
Others see the future and assess the progress and persistence
People value the past and present, and emphasize respect for tradition and fulfi
lling social obligations.
Stephen Robbins ATTITUDES
CONCEPT
Favorable
Evaluative statements
They are habits of thought that determine our responses and our behavior with re
spect to: People facts Objects
Unfavorable
LEARNED
MODIFIABLE
COMPONENTS OF ATTITUDE
COGNITIVE opinion or belief segment Segment AFFECTIVE BEHAVIORAL emotional or se
ntimental and Intention to behave a certain way toward someone or something
Padres
Partners
SOURCES OF ATTITUDES
Teachers
You are born with some genetic predisposition
TYPES OF ATTITUDES
Job Satisfaction Attitude toward work
POSITIVE AND NEGATIVE ATTITUDES
PARTICIPATION IN THE WORK psychological identification with work
(LOWER RATE OF TRUANCY AND WAIVER)
ORGANIZATIONAL COMMITMENT Identification with the organization
RETAIL absenteeism and turnover
ATTITUDES AND CONSISTENCY
ATTITUDES WHAT THEY SAY
CONSISTENCY
WHAT TO DO
BEHAVIOR
Theory of cognitive dissonance
CONCEPT Any incompatibility between two or more attitudes or between behavior an
d attitudes. The desire to reduce dissonance is determined by:
The importance of
Leon Festinger
elements that create it.€ The degree of influence that the individual believes
it has on other elements. The prizes could be involved in the dissonance
MEASUREMENT OF THE RELATIONSHIP A-C
ATTITUDES (A) (C) PERFORMANCE
In the late 60
Recently
Moderator variable

It has been shown that the relationship's alleged relationship AC (AC) can be im
proved was put in considering the question by moderator variables a review of co
ntingency research

Importance of attitudes and specific behaviors. Its specificity Its accessibilit


y The presence of social pressures on the behavior Direct experience with attitu
de
Theory of self-perception
PRACTICE THEORY
argues that attitudes are used after the fact, to give meaning to the action tha
t has already occurred rather than the foregoing facts guide the action.
We seem to be very good at finding reasons for what we do, but not so good to do
what we could find no reasons.
ATTITUDE SURVEYS
Provides managers with valuable feedback on how employees perceive their working
conditions.
They allow employees to get answers, through questionnaires about how they feel
about your job, your work group, your supervisor and your organization.
Management alert to potential problems and initial intentions of the employees,
to act to prevent impact
DIVERSITY ATTITUDES AND WORK OF THE LABOUR FORCE
Organizations are investing in training to help re-shape the attitudes of employ
ees.
Managers are increasingly interested in changing employee attitudes to reflect t
he prospects of setting on race, gender and other diverse.
Job satisfaction
DEFINITION
It is an individual's general attitude towards their work.
How to measure?
Single Global Scale. Qualification of the total.
Job Satisfaction
DETERMINE WHAT THE?

Mentally challenging job fair rewards Colleagues favorable working conditions th


at provide support is a matter of genes
Using skills, Variety of Tares, freedom, feedback, challenge moderate wage syste
m and promotion policies not just dangerous or uncomfortable environments, light
, temperature, noise, tools and equipment. Partners friendly behavior of the bos
s. At most 30% of individual satisfaction can be explained by heredity

THE EFFECT OF SATISFACTION AT WORK ON EMPLOYEE PERFORMANCE


SATISFACTION AND PRODUCTIVITY
SATISFACTION AND TRUANCY
SATISFACTION AND TURNOVER
How Does Dissatisfaction EXPRESS EMPLOYEES?
Active
Destructive OUT NEGLECT
LOYALTY constructive expression
Passive
Rusbult, C. and D. Lowery, "When Bureaucrats Get the Blues" Journal of Applied S
ocial Pschology, vol. 15, no. 1 (1985)
How Does Dissatisfaction EXPRESS EMPLOYEES? (Cont.)
Departure: Dissatisfaction expressed through direct behavior to leave the organi
zation. Neglect expressed dissatisfaction allowing conditions worsen. Chronic ab
senteeism or tardiness, reduced effort and a higher rate of error. Expression: D
issatisfaction expressed through active and constructive efforts to improve cond
itions. Loyalty: Dissatisfaction expressed by passive waiting for better conditi
ons. "Do the right thing."
CONCLUSIONS
Attitudes and values are not modifiable Values are the basis of understandin
g between the attitudes and

the motivations that influence our perceptions attitudes affect behavior at work
The theory of cognitive dissonance in organizations can help predict the propen
sity to engage in attitude and behavior change. The attitude-behavior relationsh
ip is generally positive although it is also weak, in contrast, the behavior-att
itude relationship is a bit strong. The unique global scale to measure job satis
faction is the most valid since only one question really becomes a more complete
measurement. Managers' interest in job satisfaction tends to focus on its effec
ts on employee performance.
Moral values give us identity and autonomy.
Fast Cayo
Values are enduring beliefs through which human beings