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COMMERCE 2BA3
ORGANIZATIONAL BEHAVIOUR
Class 3
Values, Attitudes & Work Behaviour
Dr. Christa Wilkin
Brain Teasers
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Left out Field
poFISHnd
Last Class
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Intelligence is very, very important, but it is not the
only factor that will affect performance
There are different tools available to influence
other people’s behaviour
Being aware of perceptual errors is important for
recruitment and retention efforts
THIS CLASS
 Values, Attitudes & Work Behaviour
Agenda
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Different kinds of values
A closer look at job attitudes such as satisfaction
Behaviours such as performance and commitment
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CH 4: VALUES, ATTITUDES, AND
WORK BEHAVIOURS
What Are Values?
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A broad tendency to prefer certain states of affairs
over others.
Values have to do with what we consider good and
bad.
Values are motivational and very general.
Occupational Differences in
Values
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Members of different occupational groups hold
different values.
 E.g.,
profs value equal opportunity more than avg person
 E.g., salespeople rank social values lower (peace, equality)
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Differences can cause conflict between organizations
and within organizations
A good “fit” between the values of employees and
their supervisors and organization enhances job
attitudes and behaviours
Question
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Would you continue working if you won a large
amount of money in a lottery?
Work Centrality
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Work is valued differently across cultures.
There are cross-national differences in the extent to
which people perceive work as a central life
interest.
More central interest in work
 Work
more hours
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Values across Cultures: Hofstede’s
Study
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Geert Hofstede questioned over 116,000 IBM
employees in 40 countries about work-related values.
Five basic dimensions along which work-related values
differed across cultures:
 Power
distance
 Uncertainty avoidance
 Masculinity/femininity
 Individualism/collectivism
 Long-term or short-term orientation
Power Distance
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The extent to which an unequal distribution of
power is accepted by society members.
In small power distance cultures, inequality is
minimized, superiors are accessible, and power
differences are downplayed.
In large power distance cultures, inequality is
accepted as natural, superiors are inaccessible, and
power differences are highlighted.
 e.g.,
movie theatre versus lumber company
Uncertainty Avoidance
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The extent to which people are uncomfortable with
uncertain and ambiguous situations.
Strong uncertainty avoidance cultures stress rules
and regulations, hard work, conformity, and security.
Cultures with weak uncertainty avoidance are less
concerned with rules, conformity, and security; risk
taking is valued.
Canada is well below average (exhibits weak
uncertainty avoidance)
Question: Advantages? Disadvantages?
Masculinity/Femininity
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Masculine cultures clearly differentiate gender
roles, support the dominance of men, and stress
economic performance.
Feminine cultures accept fluid gender roles, stress
sexual equality, and stress quality of life.
Canada ranked about mid-pack
Individualism/Collectivism
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Individualistic societies stress independence,
individual initiative, and privacy.
Collective cultures favour interdependence and
loyalty to family or clan.
Question: Any guesses where Canada falls?
Long-term/Short-term Orientation
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Cultures with a long-term orientation stress
persistence, perseverance, thrift, and close attention
to status differences.
Cultures with a short-term orientation stress personal
steadiness and stability, face-saving, and social
niceties.
China, Hong Kong, Taiwan, Japan, and South Korea
tend to be characterized by a long-term orientaion.
Canada and the United States are more short-term
oriented.
What Are Attitudes?
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A fairly stable tendency to respond consistency to
some specific object, situation, person, or category
of people.
They involve evaluations directed toward specific
targets.
They are relatively stable.
Belief + Value = Attitude  Behaviour
What Is Job Satisfaction?
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A collection of attitudes that workers have about
their jobs.
Two aspects of satisfaction.
Facet satisfaction refers to the tendency for an
employee to be more or less satisfied with various
facets of the job:
 The
work itself
 Compensation
 Career opportunities
Overall Job Satisfaction
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Overall satisfaction is an average or total of the
attitudes individuals hold toward various facets of
the job.
My research: Comparison of job satisfaction
between permanent and contingent workers
 Contingent
workers experience lower job satisfaction
 Certain types of workers (e.g., agency workers)
experience more unfavorable psychological outcomes
than other contingent workers (e.g., direct-hire workers,
self-employed workers)
What Determines Job
Satisfaction?
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A person’s job satisfaction is determined by a
number of factors:
 Discrepancy
 Fairness
 Disposition
 Mood
and emotion
Discrepancy Theory
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A theory that job satisfaction stems from the
discrepancy between the job outcomes wanted and
the outcomes that are perceived to be obtained.
There is strong evidence that satisfaction with one’s
pay is high when there is a small gap between the
pay received and the perception of how much pay
should be received.
Fairness
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There are three basic kinds of fairness:
 Distributive
fairness (the outcomes we receive)
 Procedural fairness (the process that led to those
outcomes)
 Interactional fairness (how these matters were
communicated to us)
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Some people think that interactional fairness is
really comprised of two types of fairness
 Interpersonal
and Informational
Distributive Fairness
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Fairness that occurs when people receive what they
think they deserve from their jobs.
It involves the distribution of work rewards and
resources.
Individuals want “what’s fair.”
Equity theory provides a way of understanding how
people determine what is fair.
Equity Theory
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A theory that job satisfaction stems from a
comparison of the inputs one invests in a job and the
outcomes one receives in comparison to the inputs
and outcomes of another person or group.
My outcomes = Other’s outcomes
My inputs
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Other’s inputs
Question: You and I do the same job but I get paid
$10 more an hour than you. Is this fair?
Procedural Fairness
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Fairness that occurs when the process used to
determine work outcomes is seen as reasonable.
It is concerned with how outcomes are decided and
allocated.
It is particularly relevant to outcomes such as
performance evaluations, pay raises, promotions,
layoffs, and work assignments.
Procedural Fairness
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In allocating outcomes, the following factors
contribute to perceptions of procedural fairness. The
allocator:
 Follows
consistent procedures over time and across
people.
 Uses accurate information and appears unbiased.
 Allows two-way communication during the allocation
process.
 Welcomes appeals of the procedure or allocation.
Interactional Fairness
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Fairness that occurs when people feel that they
have received respectful and informative
communication about an outcome.
Interactional fairness is important because it is
possible for absolutely fair outcomes or procedures
to be perceived as unfair when they are
inadequately or uncaringly explained.
Individual Exercise
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Read case incident “How much do you get paid?”
Answer the following two questions:
 According
to equity theory, how will these incidents
influence Joan’s job satisfaction and behaviour?
 What should Joan do in response to her situation? What
should her organization do?
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Be prepared to report back to the class
Disposition
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Could your personality contribute to your feelings
of job satisfaction?
People who are extraverted and conscientious tend
to be more satisfied with their jobs.
Those high in neuroticism are less satisfied.
People who are high in self-esteem and internal
locus of control are more satisfied.
People who are optimistic and proactive report
higher job satisfaction.
Mood and Emotion
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Emotions are intense, often short-lived feelings
caused by a particular event such as a bad
performance appraisal.
 E.g.,
I’m so mad at my boss for giving me a lousy
annual performance review because I made that big
mistake last week. (Question: What type of perceptual
error is this?)
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Moods are less intense, longer-lived, and more
diffuse feelings.
 E.g.,
I woke up on the wrong side of the bed this
morning.
Affective Events Theory
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How do emotions and moods affect job satisfaction?
Organizational events and happenings can provoke
emotions and influence moods depending on how
they are appraised.
Emotions and moods can in turn influence job
satisfaction.
Work Event
e.g., promotion
Emotions
and Moods
e.g., happy
Job
Satisfaction
Emotional Contagion
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Mood and emotion can also influence job
satisfaction through emotional contagion.
Emotional contagion is the tendency for moods and
emotions to spread between people or throughout a
group.
 E.g.,
Debbie Downer clip from SNL
Emotional Regulation
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Mood and emotion can also influence job
satisfaction through emotional regulation.
Emotional regulation is the requirement for people
to conform to certain “display rules”
This is often referred to as “emotional labour.”
 E.g.,
in customer service jobs may need to smile and be
pleasant despite customers’ behaviour
Emotional Regulation
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In some jobs, employees must exaggerate positive
emotions while in others they must suppress negative
emotions.
The frequent need to suppress negative emotions
can lower job satisfaction and increase stress.
Some research suggests that the need to express
positive emotions improves job satisfaction.
Consequences of Job Satisfaction
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Job satisfaction has a number of consequences:
 Absence
from work
 Turnover
 Performance
 Organizational
citizenship behaviour
 Customer satisfaction and profit
Absenteeism
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Less satisfied employees are more likely to be
absent.
 E.g.,
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may call in sick when not really sick
Satisfaction with the content of the work is the best
predictor of absenteeism.
The absence-satisfaction connection is not very
strong.
Turnover
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Turnover refers to resignation from an organization
and it can be very expensive.
Research indicates a moderately strong connection
between job satisfaction and turnover.
Less-satisfied workers are more likely to quit.
Question: What type of commitment could explain
why some dissatisfied people stay in their jobs?
Question
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Are happy employees productive employees?
Performance
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Research has found that job satisfaction is
associated with higher job performance.
 BUT,
satisfied workers will not be necessarily more
productive and productive workers are not necessarily
satisfied
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The most important facet for predicting
performance is the content of the work itself.
When good performance is followed by rewards,
employees are more likely to be satisfied.
Job
Satisfaction
Job
Performance
Organizational Citizenship
Behaviour (OCB)
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Voluntary, informal behaviour that contributes to
organizational effectiveness.
Job satisfaction is strongly related to OCB.
The different forms of OCB:
 Helping
behaviour and offering assistance.
 Conscientiousness to the details of work.
 Being a good sport.
 Courtesy and cooperation.
Customer Satisfaction and Profit
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How does employee satisfaction translate into
customer satisfaction?
 Reduced
absenteeism and turnover contribute to the
seamless delivery of service (continuity of service)
 OCBs stimulate good teamwork
 Good mood among employees can be contagious for
customers
Individual Exercise
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Think about someone you know who worked at an
organization for a very long time.
WHY do you think they stayed for so long?
How long did they stay?
Work Commitment
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Organizational commitment is an attitude that
reflects the strength of the linkage between an
employee and an organization.
There are three different types of organizational
commitment:
 Affective
commitment
 Continuance commitment
 Normative commitment
Affective Commitment
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Commitment based on a person’s identification and
involvement with an organization.
People with high affective commitment stay with an
organization because they want to.
I
feel like part of the family at this company
 Working here has a great deal of personal meaning
 I would be very happy to spend the rest of my career
here
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Question: Advantages? Disadvantages?
Continuance Commitment
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Commitment based on the costs that would be
incurred in leaving an organization.
People with high continuance commitment stay with
an organization because they have to.
Pay, pensions, benefits, etc.
 It
would be hard for me to leave, even if I wanted to
 One disadvantage of leaving this firm is the scarcity of
available job alternatives
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Question: Advantages? Disadvantages?
Quiz Question
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What factor would be most likely to boost continuance
commitment?
A) A generous pension fund
B) Organizational ideology
C) Interesting work
D) Moving to a new community
E) Friendly supervision
Normative Commitment
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Commitment based on ideology or a feeling of
obligation to an organization.
People with high normative commitment stay with an
organization because they think they should do so.
I
owe a great deal to my company
 I would feel guilty if I quit this firm
 I feel a sense of obligation to this firm
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Question: Advantages? Disadvantages?
Group Activity
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Divide into groups of 5 - 6 people
Refer back to everyone’s paragraph that was
written.
As a group, discuss what forms of organizational
commitment are evident in each person’s
paragraph.
Pick one example to report back to the class
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QUESTIONS?
Summary
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A good “fit” between the values of employees
and their supervisors and organization enhances
job attitudes and behaviours.
Job Satisfaction
 Affects
many behaviors that are not directly related
to performance (e.g., absenteeism, OCBs)
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Fostering commitment is important
 Continuance
commitment lower performance, while
affective commitment increases performance
For Next Class
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Read chapters 5 and 6 on motivation
Form Groups
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Let’s now form the groups for the movie assignment
Pick your movie or TV show
Within your groups, talk about the expectations that
you have of each other
Exchange contact information