VALUES, ATTITUDES AND JOB SATISFACTION

VALUES
 The importance a person attaches to things or ideas that serve as guide to action.
 Values are like icebergs, it’ vast that its tip does not make up on what is below the
surface. It is akin to significance, meaning ones that s given importance. Our values
reflect our upbringing.
How People Learn Values?
 Modeling or imitating others
 Communication of attitudes or by being told how to act
 Unstated but implied attitudes
 Religion
Types of Values
 Achievement
 Helping and concern for others
 Honesty
 Fairness
Other Types
 Theoretical—Interest in the discovery of truth through reasoning and systematic
 thinking.
 Economic—Interest in usefulness and practicality, including the accumulation
 of wealth.
 Aesthetic—Interest in beauty, form, and artistic harmony.
 Social—Interest in people and love as a human relationship.
 Political—Interest in gaining power and influencing other people.
 Religious—Interest in unity and in understanding the cosmos.

INDIVIDUAL VS ORGANIZATIONAL VALUES

  Values Incongruence, meaning organizational values is not compatible with the
individual’s values.
 Person-Role Conflict happens when the organization’s demand clash with basic values
of the individual.

CLASSIFICATION OF VALUES
• Espoused Values
–what the members of the organization say they value.
• Enacted Values
– values that are reflected in the actual behavior of the individual members of the
organization
Instrumental and Terminal Values
• Ambition • Happiness
• Honesty • Pleasure
• Self-sufficiency • Self-respect
• Courage • Freedom
• Forgiving nature • World peace
• Helpfulness • Equality
• Self-control • Achievement
• Independence • Inner peace
• Obedience • Beauty in art and nature
• Open-mindedness • Family-security
 Attitudes
Settled ways of thinking or feeling that is typically reflected in one’s personality.
Main components of attitude
 Cognitive- evaluation. The opinion or belief segment of attitude.
 Affective- emotional or feeling segment
 Behavioral- action. The intention to behave in a certain way toward something or
someone.
Differences in personal disposition
 Positive affectivity – satisfied at work. Optimistic, upbeat, cheerful, and courteous.
 Negative affectivity – dissatisfied at work. Pessimistic, downbeat, irritable, and
abrasive

How attitudes are formed

Direct experience

Learning

Indirect experience

Examples of direct experience

 Sensory
 Physical
 Responsibility
 Emotions
 Thought
 Language
 Failing
 Art
Most important attitudes in workplace

Job Organizational
Job satisfaction
involvement commitment
Effects of employee attitude

Effects of Positive Job Attitudes:

 Create a positive environment
 Helps to achieve goals
 Increase productivity levels
 Produces more energy
 Improves customer relations
 Makes for better leadership skills
 Improves teamwork
 Improves decision making
 Improves interpersonal relations
 Increases self-esteem and confidence
 Reduces number of obstacles and difficulties
Effects of Negative Job Attitudes:
 Decreased productivity and performance
 Bad attitudes make for unhappy customers
 Employees become less engaged
Example:
 Psychological withdrawal like daydreaming on the job
 Physical withdrawal like unauthorized absences, early departures, extended breaks or
work slowdowns
JOB SATISFACTION
 The positive feelings an individual hold towards his job.
 Measure of contentedness with their job
 Benefits
• High productivity – employee tends to work harder, tend to be more effective, and have
more outputs at the end of the day. “A happy worker is a productive worker.”
• Stronger tendency to obtain customer loyalty – satisfied employees are more likely to be
friendly, upbeat, and responsive which customers appreciate.
• Loyalty to company
• Low absenteeism and turnover
• Less job stress and burnout
• Better safety performance – an employee will always be careful and attentive
• BETTER LIFE SATISFACTION – employee’s ability to live the life they want while
working
Factors associated
1. Salary – employee receives the right amount of payment
2. Work Itself
 Job scope – amount of responsibility, work pace and feedback
 Interesting work – challenging and interesting
3. Promotion opportunity – allowing employees to advance in a higher position
4. Quality of supervision
a) Employee centeredness – supervisor takes personal interest in employee’s welfare
b) Participation – supervisors allow their subordinate to participate in decision makings.
5. Relationship with co-workers
6. working conditions – provide a spacious work areas, adequate lighting and comfortable
working stations. And by providing productivity tools.
7. Job security – giving the assurance that their job is secure
JOB INVOLVEMENT
 Identifying with the job, actively participating in it, and considering performance to self-
worth.
 Can only be attained with job satisfaction
ORGANIZATIONAL COMMITMENT
 Identifying with a certain organization and its goals and wishing to maintain membership
of it.
 Attained when an employee is committed to the company
Three Dimensions
 Affective Commitment- emotional attachment to the organization and its beliefs
 Continuance Commitment- tendency to remain for one cannot leave
 Normative Commitment- obligation to remain for moral or ethical reason
Motivation

Job performance is a given requirement in any organization. It is possible, if the following

conditions are met:
1. The capacity to perform – degree which the employee possesses skills, abilities,
knowledge and experience relevant to his job.
2. The opportunity to perform- work environment
3. The willingness to perform- desire and willingness to exert effort (motivation)

Motivation is the process of activating behavior, sustaining it, and directing it toward a
particular goal. Specifically, the set of internal and external forces that causes a worker
or employee to choose a course of action and engage in certain behavior.

Key Elements of Motivation

1. Intensity- level of effort provided by tan employee in an attempt to achieve the
assigned to him. How hard a person works.
2. Direction- what a person chooses to do when confronted with choices.
3. Persistence – measures how long a person can maintain effort to achieve the
organization’s goals
.
Theories of Motivation
I. Content Theories – focus on analyzing the wants and needs of individuals.

A. Hierarchy of Needs Theory of Abraham Maslow

1. Physiological needs- hunger, thirst, shelter, sex and other bodily
needs
2. Safety needs- security and protection from physical and emotional
harm
3. Social needs- affection, belongingness, acceptance, friendship
4. Esteem needs- self-respect, autonomy, achievement; status,
recognition, attention
5. Self-actualization – growth, achieving one’s potential, self-
fulfillment

B. The ERG Theory by Clayton Alderfer-more than one need can be

activated at the same time
1. Existence- food, air, water, pay and working conditions
2. Relatedness- meaningful social and interpersonal relationships
3. Growth – making creative or productive contributions
 C. Acquired Needs Theory by David McClelland -needs are acquired over
time as result experiences.
1. need for achievement- to do something better or more efficiently
2. need for affiliation -establish and maintain friendly and warm
relations with others
3. need for power- control, influence or be responsible for others
a. personal
b. institutional

D. The Two-Factor Theory by Frederick Herzberg- job context as source

of job dissatisfaction and job content as source of job satisfaction.

Job context – Hygiene factors Job content- Motivator factors

Organizational policies Achievement
Quality of supervision Recognition
Working conditions Work itself
Base wage or salary Responsibility
Relationship with peers Advancement
Relationship with subordinates Growth
Status
Security

II. Process Theories- explain how people act in response to the wants and needs
they have.

A. Expectancy Theory of Victor Vroom-people choosing a course of action

according to what they anticipate will give them greatest rewards.
1. Valence- how much one wants reward
2. Expectancy- one’s estimate of the probability that effort will result
in successful performance
3. Instrumentality- one’s estimate that performance will result in
receiving reward

B. Equity Theory of John Stacey Adams- individuals compare job inputs

and outcomes with those of others and then respond to eliminate
inequities.
1. over rewarded
2. under rewarded
 C. Goal Setting Theory of Ediwn A. Locke- specific and difficult goals,
with feedback lead to a higher performance.
1. Specific goals lead to a higher performance than generalized goals.
2. Performance generally increases in direct proportion to goal
difficulty.
3. For goals to improve performance, they must be accepted by the
workers.
4. Goals are more effective when they are used to evaluate
performance.
5. Goals should be linked to feedback.

Motivational Methods and Programs

I. Motivation through job design
A. Job enrichment
1. Direct feedback
2. Client relationship
3. New learning
4. Control over method
5. Control over scheduling
6. Unique experience
7. Direct communication authority
8. Control over resources
9. Personal accountability
B. Job characteristics model
1. Skill variety
2. Task identity
3. Task significance
4. Autonomy
5. Feedback
C. Job crafting
1. Changing the number and type of job tasks
2. Changing interaction with others on the job
3. Changing one’s view on the job

II. Organizational Behavior Modification

1. Identifying critical behaviors
2. Developing baseline data
3. Identifying behavioral consequences
4. Developing and implementing an intervention strategy
5. Evaluating performance improvement.
Benfits: Improvement of employee productivity; reduction of errors,
absenteeism, tardiness and accident rates; improvement of friendliness to
customers
III.