Values, Attitudes, & Job satisfaction

Prof. Amie Moulik

Prof. Amie Moulik

9/17/2012

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OBJECTIVES

1. 2. 3.

Contrast terminal and instrumental values.

List the dominant values in todays workforce. Identify the five value dimensions of national culture. Contrast the three components of an attitude. Summarize the relationship between attitudes and behavior.

LEARNING

4. 5.

6.

Identify the role consistency plays in attitudes.

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

7.

State the relationship between job satisfaction and behavior.

Identify four employee responses to dissatisfaction.

8.

LEARNING

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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 individuals values in terms of their intensity.

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 Provide

understanding of the attitudes, motivation, and behaviors of individuals and cultures. our perception of the world around us. interpretations of right and

Influence Represent

wrong.
Imply

that some behaviors or outcomes are preferred over others.

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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 ones terminal values.

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Source: M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973).

E X H I B I T 31

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Source: M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973).

E X H I B I T 31 (contd)

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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.

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E X H I B I T 33

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Ethical Values and Behaviors of Leaders

Ethical Climate in the Organization

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Values of middle and upper management bear significantly on the entire ethical climate within an organization

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Tenure. Self, relationships, organization.

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Ethical principles. Utilitarianism: seek the greatest good for the greatest number of people when choosing among alternatives. Individual rights. Distributive justice. Moral development & intensity:the individuals level of maturity regarding ethical decision making. Ethical Sensitivity:An individuals ability to recognise the presence and determine the importance of an ethical issue.

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 Power

distance Individualism vs. collectivism Quantity vs. quality of life Uncertainty avoidance Long-term vs. short-term orientation

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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

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Individualism The degree to which people prefer to act as individuals rather than a member of groups.

Collectivism A tight social framework in which people expect others in groups of which they are a part to look after them and protect them.

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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.

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

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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.

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

Source: M. Javidan and R. J. House, Cultural Acumen for the Global Manager: Lessons from Project GLOBE, Organizational Dynamics, Spring 2001, pp. 289305.

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Attitudes
Evaluative statements or judgments concerning objects, people, or events.

Cognitive component
The opinion or belief segment of an attitude.

Affective Component
The emotional or feeling segment of an attitude.

Behavioral Component
An intention to behave in a certain way toward someone or something.

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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.
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Evidence indicates that the most important factors conducive to job satisfaction are Mentally challenging work Equitable rewards Supportive working conditions Supportive colleagues

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 Evidence

shows that satisfactions effect on productivity is fairly small Productivity can be increased:

More by removing outside constraints than by influencing satisfaction By introducing organizational rewards for productivity, such as

Verbal Recognition Pay Level Probabilities for Promotion

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 Early

on, OCB was assumed to be closely linked to satisfaction Recent evidence: Satisfaction influences OCB through perceptions of fairness Outcomes Treatment Procedures

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

Desire to reduce dissonance

Importance of elements creating dissonance Degree of individual influence over elements

Rewards involved in dissonance

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 If

elements creating dissonance are relatively unimportant, pressure to correct imbalance will be low Degree of influence over the elements will impact how we react to dissonance Rewards influence the degree that we are motivated to reduce dissonance

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 Social

constraints moderate behavior Although some hold contradictory attitudes, pressures are toward consistency Other things besides attitudes influence behavior Attitudes do influence behavior

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 Recent

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

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Attitudes are used after the fact to make sense out of an action that has already occurred.

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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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 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.

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 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

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 Satisfaction

and Productivity

Satisfied workers arent necessarily more productive. Worker productivity is higher in organizations with more satisfied workers.

Satisfaction

and Absenteeism and Turnover

Satisfied employees have fewer avoidable absences. Satisfied employees are less likely to quit. Organizations take actions to retain high performers and to weed out lower performers.

Satisfaction

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Exit
Behavior directed toward leaving the organization.

Voice
Active and constructive attempts to improve conditions.

Loyalty
Passively waiting for conditions to improve.

Neglect
Allowing conditions to worsen.

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Source: C. Rusbult and D. Lowery, When Bureaucrats Get the Blues, Journal of Applied Social Psychology. 15, no. 1, 1985:83. Reprinted with permission.

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 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.

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 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.

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