6
Chapter




Personal Values
Attitudes
Abilities and Performance
Job Satisfaction
Values, Attitudes,
Abilities, & Job
Satisfaction
6-2
Individual Differences Impact Job
Performance & Job Satisfaction
Figure 6-1
Values
Attitudes
Job
Performance
Job
Satisfaction
Abilities
McGraw-Hill
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Values
 Basic
convictions that one thing is preferable
to another
 Content component
 Intensity component
6-3
Instrumental and Terminal Values
 Instrumental
Values
alternative behaviors or
means by which we
achieve desired ends
McGraw-Hill
 Terminal
Values
desired end-states or life
goals

Tend to remain stable
over time
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
6-4
Value Conflicts
 Intrapersonal
Value
Conflict when highly
ranked instrumental and
terminal values pull an
individual in different
directions
 Interpersonal
Conflict when
Value
 Individual-
Organization Value
Conflict values
espoused or enacted by
the organization collide
with employee’s personal
values
combinations of
instrumental and terminal
values inevitably spark
disagreements
McGraw-Hill
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
6-6
Attitudes
 Attitude is defined as “a
learned predisposition to
respond in a consistently
favorable or unfavorable
manner with respect to a
given object”



McGraw-Hill
Cognitive
Affective
Behavioral
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
6-7
Figure 6-3
Ajzen’s Theory of Planned Behavior
Attitude
toward the
behavior
Subjective
norm
Intention
Behavior
Perceived
behavioral
control
McGraw-Hill
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Attitudes Toward Work
Job
satisfaction
Organizational commitment
Job involvement
6-8
Job Satisfaction
 Job



Satisfaction is an
affective or emotional
response toward various
facets of one’s job
Not a unitary concept
Varies across countries
One of the most
frequently studied work
attitudes by OB
researchers
McGraw-Hill
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
6-13
Causes of Job Satisfaction
 Need
Fulfillment--satisfaction is determined by the
extent to which characteristics of a job allow an
individual to fulfill his or her needs; unmet needs can
affect both job satisfaction and turnover
 Discrepancies—satisfaction is a result of met
expectations; the extent to which one receives what he
or she expects from a job
 Value
Attainment—satisfaction results from the
perception that a job allows for fulfillment of an
individual’s important work values
McGraw-Hill
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
6-14
Causes of Job Satisfaction Cont.
 Equity—satisfaction is a function of how “fairly” an
individual is treated at work; satisfaction results from
one’s perception that work outcomes relative to inputs,
compare favorable with a significant other’s
outcomes/inputs
 Disposition/Genetic
Components—belief that
satisfaction is partly a function of both personal traits
and genetic factors
McGraw-Hill
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
6-15
Table 6-4
Correlates of Job Satisfaction
Variables Related to Job
Satisfaction
Direction of
Relationship
Strength of
Relationship
Motivation
Positive
Moderate
Organizational citizenship
behavior
Positive
Moderate
Absenteeism
Negative
Weak
Tardiness
Negative
Moderate
Withdrawal Cognitions
Negative
Strong
McGraw-Hill
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
6-16
Table 6-4 cont.
Correlates of Job Satisfaction
Variables Related to Job
Satisfaction
Direction of
Relationship
Strength of
Relationship
Turnover
Negative
Moderate
Heart Disease
Negative
Moderate
Perceived Stress
Negative
Strong
Pro-union Voting
Negative
Moderate
Job performance
Positive
Moderate
McGraw-Hill
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
6-17
Table 6-4 cont.
Correlates of Job Satisfaction
Variables Related to Job
Satisfaction
Direction of
Relationship
Strength of
Relationship
Life satisfaction
Positive
Moderate
Mental health
Positive
Moderate
McGraw-Hill
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Organizational Citizenship Behaviors
 Extra-role
behaviors
Avoiding unnecessary conflicts
 Helping others without selfish intent
 Gracefully tolerating occasional impositions
 Being involved in organizational activities
 Performing tasks beyond job description

 Encouraged
through rewards, recognition, strong
ethical cultures with strong sense of social
responsibility
6-11
Organizational Commitment
 Organizational
Commitment extent to
which an individual identifies with an
organization and its goals
 Affective, Normative, Continuance
 Strong relationship between organizational
commitment and job satisfaction
 Highly correlated with job performance
 Employees had lower intentions to quit their
jobs when they were committed to their
respective organization
McGraw-Hill
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
6-12
Job Involvement
 Job
Involvement extent to which an individual is
immersed in his or her personal job
 Positively associated with job satisfaction,
organizational commitment, and intrinsic motivation
 Negatively related to intentions to quit
 Managers can increase employees’ job involvement
by providing work environments that fuel intrinsic
motivation
 Improving job involvement can reduce turnover
 Positive relationship between job involvement and
performance
McGraw-Hill
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Performance = Combination of Effort,
Ability, and Skill
6-13
Figure 6-5
Ability
Effort
Performance
Skill
McGraw-Hill
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Abilities
Function of environmental
and genetic influences
g – Spearman
Specific to task
Physical Function of environmental
and genetic influences
Cognitive
6-14
Table 6-1
Mental Abilities Underlying Performance
1)
2)
3)
4)
5)
6)
7)
McGraw-Hill
Verbal
comprehension*
Word fluency
Numerical*
Spatial*
Memory
Perceptual speed
Inductive
reasoning*
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.