Chapter 3

Values, Attitudes,
and Job Satisfaction

ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O N
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OBJECTIVES
After studying this chapter,
you should be able to:
1. Contrast terminal and instrumental values.
2. List the dominant values in today’s workforce.
3. Contrast the three components of an attitude.
LEARNING

4. Summarize the relationship between attitudes and

behavior.
5. Identify the role consistency plays in attitudes.
6. State the relationship between job satisfaction and
behavior.
7. Identify four employee responses to dissatisfaction

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Values
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 individual’s
values in terms of their
intensity.
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 Attitudes
e s t a t e m e n t s –
Evaluativ l e –
r u n fa v o r a b
favorable o o r
e c ts , p e o p l e ,
a bout o bj e
r e fl e c t h o w o n
events;
b o u t s o m e t h i n g
feels a

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 Importance of Values

 Provide understanding of the attitudes,

motivation, and behaviors of individuals and
cultures.
 Influence our perception of the world around us.
 Represent interpretations of “right” and “wrong.”
 involve that some behaviors or outcomes are
preferred over others.

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 Types of Values –- Rokeach Value Survey

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 one’s terminal
values.
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 Hofstede’s Framework for Assessing Cultures

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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 Hofstede’s Framework (cont’d)
Individualism Collectivism
The degree to which A tight social
people prefer to act framework in which
as individuals rather people expect others in
than a member of groups of which they
groups. are a part to look after
them and protect
them.

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 Hofstede’s Framework (cont’d)

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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 Hofstede’s Framework (cont’d)

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

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 Hofstede’s Framework (cont’d)

Long-term Orientation
A national culture attribute
that emphasizes the
future, economy, and
determination.

Short-term Orientation
A national culture attribute
that emphasizes the past
and present, respect for
tradition, and fulfilling social
obligations.
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 Attitudes

Attitudes Cognitive component

The opinion or belief
Evaluative segment of an attitude.
statements
or Affective Component
judgments The emotional or feeling
concerning segment of an attitude.
objects,
people, or Behavioral Component
events. An intention to behave in a
certain way toward someone or
something.

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 Job S at is fa cti on
o a n in d i v id u a l ’ s
Refers t th e
t i t u d e t o w a r d
ge ne r a l a t k o f
o p l e s p e a
job; when pe t e n
tt i t u d e s , o f
employee a
b s a t i s f a c t i o n
means jo

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 Types of Attitudes

Job Satisfaction

Job Involvement

Organizational Commitment

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 The Theory of Cognitive Dissonance

Cognitive Dissonance

Desire to reduce dissonance

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

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 Job Satisfaction

 Overall measures of satisfaction may be too broad:

current measures address different levels of job
satisfaction
 Overall job satisfaction rate has remained the same
for over 50 years
 When people say they are satisfied, they often mean
they are not dissatisfied!!

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 Personal Characteristics and Job Satisfaction

 Age: in general, increases with age

– Dis-satisfied have stopped working
– Older workers have greater chance of fulfillment
 Gender: uncertain results
 Race: whites are happier
 Cognitive Ability: slight negative relationship
between level of education and satisfaction

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 Personal Characteristics, Cont.
 Use of Skills
 Job similarity
 Personality: less alienation and internal locus of
control lead to higher satisfaction
 Occupational Level: the higher the status level
the greater the satisfaction

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Low Satisfaction and Job Behavior

 Absenteeism: any given day 16-20% of workers

miss work. Costs businesses $30 billion dollars
a year

 Turnover: Not always a bad thing!

– Functional Turnover: when bad workers leave
– Dysfunctional Turnover: when good workers
leave

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 Factors Influence Job Satisfaction

 Opportunity: employees are more satisfied when they have

challenging opportunities at work.
 Stress: when negative stress is continuously high, job satisfaction is
low.
 Leadership: employees are more satisfied when their managers are
good leaders.
 Work Standards: employees are more satisfied when their entire
workgroup takes pride in the quality of its work.
 Fair Rewards: employees are more satisfied when they feel they are
rewarded fairly for the work they do.
 Adequate Authority: employees are more satisfied when they
have adequate freedom and authority to do their jobs.

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 The Effect of Job Satisfaction on Employee
Performance

 Satisfaction and Productivity

 Satisfaction and Absenteeism

 Satisfaction and Turnover

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 How Employees Can Express Dissatisfaction

Exit Voice
Behavior directed Active and
toward leaving the constructive attempts
organization. to improve
conditions.
Loyalty Neglect
Passively waiting for Allowing conditions
conditions to improve. to worsen.

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 Job Satisfaction and Customer Satisfaction
 Satisfied employees increase customer
satisfaction

 Dissatisfied customers increase employee job

dissatisfaction.

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