Values, Attitudes, and Job
Satisfaction
©Prentice Hall, 2001
Chapter 3
1
Learning Objectives
• Contrast terminal and instrumental values
• List the dominant values in today’s
workforce
• Identify the five dimensions of national
culture
• Contrast the three components of an attitude
©Prentice Hall, 2001
Chapter 3
2
Learning Objectives
• Summarize the relationship between
attitudes and behavior
• Identify the role consistency plays in
attitudes
• Examine the relationship between job
satisfaction and behavior
• Identify four employee responses to
dissatisfaction
©Prentice Hall, 2001
Chapter 3
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Values
• Definition
• Value system
– basic convictions that a
specific mode of conduct
is personally or socially
preferable to an opposite
mode of conduct
• Judgmental elements
– right, good, desirable
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Chapter 3
– a hierarchy based on
ranking of an individual’s
value in terms of their
intensity, I.e., freedom,
pleasure, self-respect,
honesty, obedience and
equality
– A story of Mexican
fisherman and Harvard
MBA
4
The Importance of Values
Judgment
Content
Stability
Intensity
©Prentice Hall, 2001
Chapter 3
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The Importance of Value
Attitude
Value
Motivation
Behavior
•Individual
•Cultural
Perception
©Prentice Hall, 2001
Chapter 3
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Types of Values
Rokeach Value Survey
Terminal
Values
•Desirable end-states of
existence
Instrumental
Values
•Desirable modes of
behavior
–terminal goals - ends
©Prentice Hall, 2001
–means to achieving terminal
values
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Unique Values
of Today’s Workforce
Career
Stage
Entered the
Workforce
Approximate
Current Age
1. Protestant
Mid-1940s to
Late 1950s
60 to 75
Hard working; loyal to
firm; conservative
2. Existential
1960s to
Mid-1970s
45 to 60
Nonconforming; seeks
autonomy; loyal to self
3. Pragmatic
Mid-1970s to
Mid-1980s
35 to 45
Ambitious, hard worker;
loyal to career
4. Generation X
Mid-1980s
through 1990s
Under 35
Flexible, values leisure;
loyal to relationships
©Prentice Hall, 2001
Chapter 3
Dominant
Work Values
8
Values Across Cultures
Power Distance
Individualism or Collectivism
Quantity or Quality of Life
Uncertainty Avoidance
Long-Term or Short-Term
©Prentice Hall, 2001
Chapter 3
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Implications for OB
• How to manage employees with
different value systems
• Generalizability of OB theories
– How to adapt management principles to
the value systems of host countries.
• Should vs Should not debate
©Prentice Hall, 2001
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What Are Attitudes?
•Evaluative statements or
judgments concerning objects,
people and events
Cognitive component
Affective component
Behavioral component
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Chapter 3
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Attitude
Cognitive
opinion/beliefs
Affective
emotional feeling
Behavior
Intention to
behavior
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Chapter 3
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Types of Attitudes
Job-related Attitude
• Job satisfaction
• Job involvement
• Organizational
commitment
©Prentice Hall, 2001
Chapter 3
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Attitude (cont’)
-
Job satisfaction
Absenteeism
-
Job Involvement
-
Org Commitment
©Prentice Hall, 2001
Turnover
-
Chapter 3
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Importance
of the Elements
Cognitive
Dissonance
Degree of
Personal Influence
Rewards
Involved
©Prentice Hall, 2001
Chapter 3
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Cognitive Dissonance
•Importance of the elements
•Influence of the individuals
•Rewards
Attitudes
Behavior
Attitudes
Behavior
©Prentice Hall, 2001
Chapter 3
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Attitude-Behavior (A-B)
Relationship
Moderating Variables
Behavioral Influence
• Importance
High
• Specificity
• Accessibility
• Social pressures
• Direct experience
©Prentice Hall, 2001
Low
Chapter 3
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Self-Perception Theory
Behavior-Attitude Relationship
(B-A)
After
the Fact
©Prentice Hall, 2001
Casual
Statements
Chapter 3
Plausible
Answers
18
Attitude Survey
• Questionnaires about how
employees feel about
– their jobs,
– work groups or divisions,
– supervisors and
– the organization
©Prentice Hall, 2001
Chapter 3
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Attitudes and Workforce
Diversity
Diversity
Training
©Prentice Hall, 2001
Volunteer
Work
Chapter 3
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Measuring Job
Satisfaction
Single
Global
Rating
©Prentice Hall, 2001
Summation
Score
Chapter 3
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Debate
• “Happy workers are productive
Workers”
• “Productive workers are happy
employees”
©Prentice Hall, 2001
Chapter 3
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Productivity
Job
Satisfaction
and Employee
Absenteeism
Performance
Turnover
©Prentice Hall, 2001
Chapter 3
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Responses to Job Dissatisfaction
Active
Exit
Voice
Destructive
Constructive
Neglect
Loyalty
Passive
©Prentice Hall, 2001
Chapter 3
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Job Satisfaction and OCB
Perceptions of Fairness
Outcomes
©Prentice Hall, 2001
Treatment
Chapter 3
Procedures
25
Discussion
• Debate
– “Managers can create satisfied
employees”
• Team Exercise
– Assessing work attitude
• Discussion
– Case Incident
– Video Case
©Prentice Hall, 2001
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