Values, Attitudes, Job

Satisfaction, and
Counterproductive Work
Behaviors
Chapter Six
Schwartzs Value Theory
Schwartzs Value Theory
values are motivational in that they represent broad goals that apply across
contexts and time
there are 10 broad values that guide behavior
Definition of Values and Motives in
Schwartzs Theory
Relationship among Schwartzs Values
Value Conflicts

Intrapersonal

Interpersonal

Individual-organization
A Values Model of
WorkFamily Conflict
A Values Model of
WorkFamily Conflict
Family values involve enduring beliefs about the importance of family
and who should play key family roles (e.g., child rearing,
housekeeping, and income earning).
Work values center on the relative importance of work and career
goals in ones life.
A Values Model of
WorkFamily Conflict
Value similarity Value congruence
Relates to the degree of consensus involves the amount of value
among family members about agreement between employee
family values. and employer.
 Practical Research Insights about Work
Family Conflict

Workfamily balance begins at home

An employers family-supportive philosophy is more important than
specific programs.
Informal flexibility in work hours and in allowing people to work at
home is essential to promoting workfamily balance.
 Practical Research Insights about Work
Family Conflict

The importance of workfamily balance varies across generations.

Take a proactive approach to managing workfamily conflict.
 Organizational Response to
Workfamily Issues

Organizations have implemented a variety of family-friendly

programs and services aimed at helping employees balance the
interplay between their work and personal lives.
Experts now believe that such efforts are partially misguided
because they focus on balancing work family issues rather than
integrating them.
The Nature of Attitudes
Attitude
learned predisposition to respond in a consistently favorable or unfavorable
manner with respect to a given object
The Nature of Attitudes
Affective component
the feelings or emotions one has about an object or situation
Cognitive component
the evaluation or belief one has about an object or situation
Behavioral component
how one intends to act or behave toward someone or something
 When Attitudes and Reality Collide:
Cognitive Dissonance

Cognitive dissonance
psychological discomfort a person experiences when his or her attitudes or
beliefs are incompatible with his or her behavior
Cognitive Dissonance
How people reduce dissonance
1. Change your attitude or behavior, or both
2. Belittle the importance of the inconsistent behavior
3. Find consonant elements that outweigh the dissonant ones
Question?
Alexa dreads going to work each day. She hates her job and her
supervisor, but will not take time to look for a different job. She is
experiencing ___________.
A.External locus of control
B.Cognitive dissonance
C.Internal locus of control
D.Halo error
How Stable are Attitudes?
Three factors accounted for middle-age attitude stability:
(1) greater personal certainty
(2) perceived abundance of knowledge
(3) a need for strong attitudes
Determinants of Intention
Attitude toward the behavior
the degree to which a person has a favorable or unfavorable evaluation or
appraisal of the behavior in question.
Subjective norm
refers to the perceived social pressure to perform or not to perform the
behavior
Determinants of Intention
Degree of perceived behavior control
perceived ease or difficulty of performing the behavior and it is assumed to
reflect past experience as well as anticipated impediments and obstacles
Ajzens Theory of Planned Behavior
Organizational Commitment
Organizational commitment
reflects the extent to which an individual identifies with an organization and is
committed to its goals.
A Model of Organizational Commitment
Cultivating Employee Engagement
Employee engagement
the harnessing of organization members selves to their work roles; in
engagement, people employ and express themselves physically, cognitively,
and emotionally during role performance.
 What Contributes to Employee
Engagement?

Employee engagement is caused by a host of variables that can be

separated into two categories:
Personal factors
Contextual or
work-environment
factors.
 What Contributes to Employee
Engagement?

Personal characteristics found or thought to influence employee

engagement include positive or optimistic personalities, proactive
personality, conscientiousness, PE fit, and being present or mindful.
 What Contributes to Employee
Engagement?

Contextual factors include organizational culture, job security and

feelings of psychological safety, leader behavior
Causes of Job Satisfaction
Job satisfaction
an affective or emotional response
toward various facets of ones job
Causes of Job Satisfaction
Need fulfillment
extent to which the characteristics of a job allow an individual to fulfill his or
her needs
Discrepancies
satisfaction is a result of met expectations
Value attainment
Extent to which a job allows fulfillment of ones work values
Causes of Job Satisfaction
Equity: satisfaction
is a function of how fairly an individual is treated at work
Dispositional/Genetic Components
satisfaction is partly a function of both personal traits and genetic factors
Correlates of Job Satisfaction
Correlates of Job Satisfaction
Organizational citizenship behavior
employee behaviors that exceed work-role requirements
Question?
Denise works at Harvest Hope Food Bank and is committed to doing all
she can to help the organization fulfill its mission. She is high in
______________.
A.Withdrawal cognition
B.Organizational commitment
C.Organizational citizenship behavior
D.Job equity
Correlates of Job Satisfaction
Withdrawal cognitions
Represent an individuals
overall thoughts and
feelings about quitting
Counterproductive Work Behavior
Counterproductive work behavior
represent types of behavior that harm employees, the organization as a
whole, or organizational stakeholders such as customers and shareholders.
Counterproductive Work Behavior

Drug and
Theft Gossiping Backstabbing
alcohol abuse

Destroying Surfing the

Excessive
organizational Violence Net for
socializing
property personal use

Sexual
Tardiness Sabotage
harassment
Causes and Prevention of CWBs
Diagnosis of conduct disorder in adolescence was associated with
CWBs
Personality traits and job conditions also could make CWBs more
likely
Employees are less likely to engage in CWBs if they had satisfying jobs
that offered autonomyand more likely to engage in CWBs if they
had more resource power
Causes and Prevention of CWBs
Organizations can limit CWBs by hiring individuals who are less prone
to engage in this type of behavior
Organizations should ensure they are motivating desired behaviors
and not CWBs
If an employee does engage in CWBs, the organization should
respond quickly and appropriately