Values, Attitudes,
Job Satisfaction, and
Counterproductive
Work Behaviors
McGraw-Hill/Irwin
6
Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.
© 2008The McGraw-Hill Companies, Inc. All rights reserved.

1. Explain Schwartz’s value theory and describe three types of value conflict.
2. Describe the values model of work/family conflict, and specify at least three practical lessons from work/family conflict research.
3. Identify the three components of attitudes and discuss cognitive dissonance.
4. Explain how attitudes affect behavior in terms of
Ajzen’s theory of planned behavior.
6-2

5. Describe the model of organizational commitment.
6. Define the work attitudes of job involvement/employee engagement and job satisfaction.
7. Identify and briefly describe five alternative causes of job satisfaction.
8. Identify eight important correlates/consequences of job satisfaction, and summarize how each one relates to job satisfaction.
9. Identify the causes of counterproductive work behavior and measures to prevent it.
6-3

What was the primary reason you’ve ever quit a job?
a.
Didn’t like my boss b.
I wasn’t a fit with the company culture c.
Better pay somewhere else d.
More interesting or challenging work somewhere else e.
I’ve never quit a job f.
Other
6-4

6-5

6-6

Intrapersonal Value
Conflict
Interpersonal Value
Conflict
Individual-Organizational
Value Conflict
6-7

Match the types of conflicts with the descriptions below
1. Intrapersonal Value Conflict
2. Interpersonal Value Conflict
3. Individual-Organization Value Conflict
---------------------------------------------------------------------
A. I want to be healthy by exercising regularly; I want to advance my career by working hard and be involved in my children’s life.
B. I want to be healthy; My organization values smoking.
C. I want to be honest by reporting company financials accurately; My coworker values a bonus that would come from reporting booked income early.
6-8

Family
Values
Value
Similarity
General
Life Values
Value Congruence
Work/Family
Conflict
Value
Attainment
Job and Life
Satisfaction
Work Values
6-9

True or False?
1. Having lots of specific family-friendly programs is more important than having a family-friendly culture
2. Work flexibility in terms of when, where and how employees get their jobs done is essential for work/life balance.
3. Managers perceived as having higher work-life balance were rated less promotable.
6-10

Attitude is defined as
“a learned predisposition to respond in a consistently favorable or unfavorable manner with respect to a given object”
How do attitudes affect our behavior?
6-11

• Affective: feelings or emotions about an object
• Behavioral: how one intends to act toward someone or something
•Cognitive : beliefs or ideas one has about an object
6-12

Which attitude component is depicted by each of these statements?
A=Affective , B=Behavioral , or C=Cognitive a.
“I like going to work.” b.
“Working allows me to afford what I need and want.” c.
“I intend to quit my job.” d.
“Working with my coworkers is frustrating.” e.
“I believe working helps contribute to society.”
6-13

Cognitive Dissonance
• Psychological discomfort experienced when attitudes and behavior are inconsistent
• How can you reduce cognitive dissonance?
6-14

Attitude toward the behavior
Subjective norm
Perceived behavioral control
Intention Behavior
6-15

6-16

Organizational Commitment extent to which an individual identifies with an organization and its goals
Why does organizational commitment matter?
6-17

6-18

Dylan is independently wealthy but works very hard at his job. He believes in the values of the company and enjoys devoting time to accomplishing the company goals.
Dylan most likely has _________.
a.
Affective commitment b.
Normative commitment c.
Continuance commitment
6-19

Job Involvement extent to which an individual is immersed in his or her personal job
Employee Engagement is an individual’s involvement, satisfaction, and enthusiasm for work
6-20

Job Satisfaction is an affective or emotional response toward various facets of one’s job
•Can be satisfied with some elements of the job but not others
6-21

Need
Fulfillment
Disposition/
Genetic
Components Job
Satisfaction
Discrepancies
Equity
Value
Attainment
6-22

6-23

6
Values, Attitudes,
Job Satisfaction, and
Counterproductive
Work Behaviors
Supplemental
Slides
© 2008The McGraw-Hill Companies, Inc. All rights reserved.

When economy is bad, lay-offs are often a knee-jerk reaction that have long-term implications
Home Depot wanted to retain it’s best talent and improve morale
• Reduced sales and profit targets to challenging , yet achievable numbers
• Result – highest ever percentage of in-store employees earned bonuses
McGregor, J. Keeping Talent in the Fold, BusinessWeek , 11/3/2008.
6-25

Even when times are tough – overcommunicate
Effective leaders know
• They don’t have to have all the answers
• People want to know the truth, even if it’s ugly
• Stay optimistic and upbeat
• Keep your vision clear
Source: Colvin, G. How to Manage Your Business in a Recession, Fortune , 1/19/2009
6-26

73% of organizations offer flextime
Retention
33% offer part-time opportunities
76% report flextime boosts employee morale
64% say flextime bolsters retention rates
Source: Survey of 560 Organizations by the institute for Corporate Productivity, Training , July/August 2008
6-27

Open, Honest Communication
Set a Clear Direction
Promote Stability and Security
Emphasize Career Growth
Recognize and Reward High Performance
Focus on Retention
Source: Bos, J. Building Engagement in an Economic Crisis, Workforce Management, April 20, 2009
6-28

Patagonia
Leaving Corporate America
6-29

Problem: Best Buy employees suffered stress, burnout, and there was high turnover
Solution: Results Only Work Environment
(ROWE)
• “No mandatory meetings; never required to be at work; performance is based on output, not hours”
• “The official policy …. is that people are free to work wherever they want, whenever they want, as long as they get their work done. “
Results:
• Average voluntary turnover has fallen drastically
• Productivity is up an average 35%
• Employee engagement has increased.
Source: Conlin, M. Smashing the Clock, Business week, November, 2006,
6-30

What percentage of the American workforce do NOT know or understand their employer’s business strategy and are not engaged in their jobs?
A.
10%
B.
35%
C.
66%
D.
80%
6-31

Job Embeddedness
• contributes to employees’ decisions to stay or go beyond org. commitment and job satisfaction. Comprised of:
Fit: the extent job and community are similar or fit with other aspects in a person’s life
Links: the person has links to other people or activities
Sacrifice: what would the person sacrifice if he/she left
Source: Holtom, B.C., Mitchell, T. R., and Lee, T.W. Increasing human and social capital by applying job embeddedness theory, Organizational
Dynamics, Vol. 35.(4), 316-331, 2006.
6-32

These are important both on and off the job
• Organization
• Community
Thus, the better the fit between the organization and community, the more links to both the organization and community, and the greater the sacrifice to the individual if he/she left the less likely an employee is to leave
Source: Holtom, B.C., Mitchell, T. R., and Lee, T.W. Increasing human and social capital by applying job embeddedness theory,
Organizational Dynamics, Vol. 35.(4), 316-331, 2006.
6-33

Company
Practice Aspect Strengthened
SEI Investments Open floor plan so everyone feels equal
Fit-Organization
Deloitte & Touche, PWC Referral bonuses including new cars
Link-Organization
Booz Allen & Hamilton
Bingham McCutchen
2/3rds of employees have flexible work arrangement
Box seats at Fenway Park
Sacrifice-
Organization
Fit-Community
Texas Instruments Sponsors day camps for kids Link-Community
Source: Holtom, B.C., Mitchell, T. R., and Lee, T.W. Increasing human and social capital by applying job embeddedness theory,
Organizational Dynamics, Vol. 35.(4), 316-331, 2006.
6-34

38% of unscheduled absences are due to personal illness. 62% call in sick due to:
• 23% Family issues
• 18% Personal needs
• 11% Stress
• 10% Entitlement mentality
When is it ethical to use sick days?
What can corporations do to control cost yet meet employee’s needs?
6-35
Source: Gardner, M. Arizona Republic, Sick leave or free day off?, D3, 1/15/05

Flexible arrival time
Core period
Flexible departure time
7:00 a.m.
9:00 a.m.
3:30 p.m.
6:00 p.m.
6-36

I would sacrifice family time for exciting opportunities and higher pay at my job
• 21%
I would sacrifice exciting opportunities and higher pay at my job for more time with my family
• 72%
Generally speaking, do you prefer a male or female boss?
• 55% No Preference
• 34% - Male
• 9% Female
6-37

Norway
Germany
US
Greece
S. Korea
Avg.
Hours
Worked
/ Year
0 500 1,000 1,500 2,000 2,500 3,000
6-38

Use flex policies to lure new employees by mentioning it in job openings
Recognize that flextime isn’t a perk, it’s a strategic tool
Empower employees to craft flexible solutions
Expect employees to make a business case for going flextime
Give employees a formal structure for planning and implementing a flexible schedule
Share success stories
Adopt a flex policy on a small scale and measure the results
6-39

Modern Technology Interferes with Work-
Life Balance
“Electronic Leashes” might actually keep flextime employees working rather than using their free time for family obligations:
• Laptop computers
• Mobile phones
• Personal digital assistants
• Tracking devices
• Wireless and high-speed
Internet access
6-40

Reward
Control Aspect
Contingent rewards that are expected by the recipient
Self-Perception
An external locus of control; diminished sense of competence and self-determination
Erosion of intrinsic motivation
Job
Performance
Perceived
Salience
Informational Aspect
Unexpected, noncontingent rewards or instructive feedback
An internal locus of control; enhanced sense of competence and self-determination
Enhancement of intrinsic motivation
6-41

Americans More Unhappy with Jobs
70%
60%
50%
40%
30%
20%
10%
0%
1995 2002 1995 2002
Americans Not
Satisfied with Their
Jobs
Americans Satisfied with Their Jobs
New Englanders
Not Satisfied with their jobs
New Englanders
Satisfied with their jobs
6-42

Teach them to provide daily informal feedback to employees
Train them to ask employees regularly about their own training needs
Teach managers to be flexible
6-43

Exciting work and challenge
Career growth, learning and development
Fair pay and benefits
Relationships and working with a great boss
Pride in the organization, its mission and its product
Great work environment or culture
Being recognized, valued and respected
Meaningful work, making a difference
Autonomy
6-44

Focus initially on the executive group
Present a retention business case to the executive team
Make retention mandatory
Design retention as an OD intervention
Use exit interviews
Conduct routine sensing interviews
Focus on the histories and culture of acquired employees
View recruiting as ongoing and proactive
Keep track of employment trends
6-45

Treat your people like VIPs—Very Individual People
Leverage the strengths of the current team members
Develop individualized retention plans
Provide clear development plans and learning opportunities
Stay connected with previous employees
Plan challenges for knowledge-based people
Communicate goals, strategies and successes
Maintain a warrior spirit towards retention
6-46

Questions for discussion
6-47