Chapter 3
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
W W W . P R E N H A L L . C O M / R O B B I N S
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PowerPoint Presentation by Charlie Cook

1.
Contrast terminal and instrumental values.
2.
List the dominant values in today’s workforce.
3.
Identify the five value dimensions of national culture.
4.
Contrast the three components of an attitude.
5.
Summarize the relationship between attitudes and behavior.
6.
Identify the role consistency plays in attitudes.
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3 –1

7.
State the relationship between job satisfaction and behavior.
8.
Identify four employee responses to dissatisfaction.
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3 –2

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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3 –3

• 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.”
• Imply that some behaviors or outcomes are preferred over others.
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3 –4

Milton Rokeach Value Survey (1973)
Terminal Values (What do I want to achieve?)
Preferred end-states of existence; the goals that a person would like to achieve during his or her lifetime.
Instrumental Values (How do I want to achieve it?)
Preferable modes of conduct/behavior or means of achieving one’s terminal values.
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3 –5

Values in the
Rokeach
Survey
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Source: M. Rokeach,
The Nature of Human
Values (New York: The
Free Press, 1973).
E X H I B I T 3 –1
3 –6

Values in the
Rokeach
Survey
(cont’d)
Source: M. Rokeach, The Nature of
Human Values (New York: The Free
Press, 1973).
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E X H I B I T 3 –1 (cont’d)
3 –7

Mean Value Rankings of
Executives, Union Members, and Activists
Source: Based on W. C. Frederick and J. Weber, “The Values of Corporate Managers and Their Critics: An Empirical
Description and Normative Implications,” in W. C. Frederick and L. E. Preston (eds.) Business Ethics: Research Issues and Empirical Studies (Greenwich, CT: JAI Press, 1990), pp.
123 –44.
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E X H I B I T 3 –2
3 –8

Greenwood, R. A. and Murphy, Jr., E. F. (2008) An
Investigation of Generational Values in the
Workplace: Divergence, Convergence, and
Implications for Leadership, International
Leadership Journal
<available at \\Fileserver\Shahnawaz Adil\OB\Compulsory
Readings\Terminal and Instrumental values... (go to page 58).pdf>
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3 –9

Worksheet:
Dominant Work Values in Today’s Workforce w.r.t. Pakistan
Cohort
Senior
Citizens
Entered the workforce
Approximate current age
1950s or early 1960s
60+
Dominant Work Values
Hard-working; least technology-oriented; conservative; prefer to work in isolation with own hands; conforming (i.e. meeting the requirements); disciplined; long-term commitment (i.e. loyalty) with the firm…
3 –10

Organizational Stakeholders
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3 –11

Compulsory Readings
\\Fileserver\Shahnawaz Adil\OB\Compulsory Readings\1. Geert Hofstede -
National cultures in 4 dimensions.pdf
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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3 –12

A power distance index (PDI) has been composed of the country scores on the following three questionnaire items, which are inter-correlated with coefficients between 0.54 and 0.67 {see also Hofstede, 1977, 1979a).
(1) the percentage of subordinates who perceive that their boss makes his decisions in an autocratic or paternalistic (persuasive) way;
(2) subordinates' perceptions that employees in general (their colleagues) are afraid to disagree with superiors
(mean score on a five-point scale from 1 = very frequently to 5 = very seldom, multiplied by 25 to make it comparable with the percentage scores for questions 1 and 3);
(3) the percentage of subordinates who do not prefer a boss who makes his decisions in a consultative way, but who prefer a boss who decides either autocratically or paternalistically or, on the other hand, who does not decide himself, but goes along with the majority of his subordinates
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3 –13

Individualism Collectivism
The degree to which people prefer to act as individuals rather than a member of groups.
A tight social framework in which people expect others in groups of which they are a part to look after them and protect them.
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3 –14

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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3 –15

Uncertainty Avoidance
The extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them.
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3 –16

Long-term Orientation
A national culture attribute that emphasizes the future, thrift, and persistence.
Short-term Orientation
A national culture attribute that emphasizes the past and present, respect for tradition, and fulfilling social obligations.
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3 –17

The GLOBE Framework for Assessing Cultures
GLOBE stands for Global Leadership and Organizational Behavior Effectiveness
Compulsory Reading:
M. Javidan and R. J. House, “Cultural Acumen for the Global Manager: Lessons from
Project GLOBE,”
Organizational Dynamics , Spring 2001, Volume: 29 Issue: 4, pp.
289
–305. (\\Fileserver\Shahnawaz Adil\OB\Compulsory Readings\GLOBE - Cultural
Acumen for the Global Manager - Lessons from Project GLOBE.pdf) and
Page 432 to 435 from OB Fred Luthans’s book , 11 th edition
1. Assertiveness – the degree to which individuals are assertive, confrontational, and aggressive in their relationships with others.
2. Future Orientation – the extent to which individuals engage in futureoriented behaviors such as delaying gratification, planning, and investing in the future.
3. Gender egalitarianism (or differentiation) – expressed as the degree a collective minimizes gender inequality.
4. Uncertainty avoidance – the extent the society, organization, or groups rely on norms, rules, and procedures to alleviate the unpredictability of future events.
3 –18

The GLOBE Framework for Assessing Cultures
(cont’d…)
5. Power distance – the degree to which members of a collective expect power to be distributed equally.
6.
Individual/collectivism (or Institutional Collectivism) – the degree to which organizational and societal institutional practices encourage and reward the collective distribution of resources and collective actions.
7.
In-group collectivism – the degree to which individuals express pride, loyalty, and cohesiveness in their organizations or families.
8.
Performance orientation – suggested by the degree to which a collective encourages and rewards group members for performance improvement and excellence.
9.
Humane orientation – the degree to which a collective encourages and rewards individuals for being fair, altruistic, generous, caring, and kind to others.
3 –19

Attitudes
Predisposition or a tendency to respond positively or negatively towards a certain idea, object, person, or situation.
4 th Component:
Evaluative:
Positive or negative response to stimuli.
The ABC Model of an Attitude
Component: Affect (emotions or feelings)
Measured by: Physiological indicators (say, blood pressure; galvanic skin response i.e. changes in electrical resistance of skin that indicate emotional arousal), verbal statements about feelings e.g. I don’t like my boss, I like this…, I prefer that…
Component: Conative (inclination for actions)
Measured by: Observed behavior, verbal statements about intentions e.g. Women as a supervisor; I want to transfer to another department.
Component: Cognition (
Thought; reflects a person’s perceptions or beliefs )
Measured by: Attitude scales, verbal statements about beliefs
(asking about thoughts) e.g. “I believe my boss plays favorites at work”. “I believe Japanese workers are industrious” reflects the cognitive component of an attitude 3 –20

Job Satisfaction
A collection of positive and/or negative feelings that an individual holds toward his or her job.
Job Involvement
Identifying with the job, actively participating in it, and considering performance important to self-worth.
Organizational Commitment
Identifying with a particular organization and its goals, and wishing to maintain membership in the organization.
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3 –21

<we have already discussed in Chapter no. 1>
Organizational Commitment
(The strength of an individual’s identification with an organization)
Three types based on the fact that
Affective
Commitment
(individual intends to remain in the organization)
Continuance
Commitment
(individual cannot afford to leave the organization)
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Normative
Commitment
(individual’s perceived obligation to remain with an organization)
3 –22

Cognitive Dissonance
This is the feeling of uncomfortable tension which comes from holding two conflicting thoughts in the mind at the same time.
Dissonance increases with:
 The importance of the subject to us.
 How strongly the dissonant thoughts conflict.
 Our inability to rationalize and explain away the conflict.
3 –23

(cont’d…)
Dissonance is often strong when we believe something about ourselves and then do something against that belief. If I believe I am good but do something bad, then the discomfort I feel as a result is cognitive dissonance.
Cognitive dissonance is a very powerful motivator which will often lead us to change one or other of the conflicting belief or action. The discomfort often feels like a tension between the two opposing thoughts. To release the tension we can take one of three actions:
 Change our behavior.
 Justify our behavior by changing the conflicting cognition.
 Justify our behavior by adding new cognitions.
Dissonance is most powerful when it is about our self-image. Feelings of foolishness, immorality and so on (including internal projections during decision-making) are dissonance in action.
3 –24

(cont’d…)
Dissonance is most powerful when it is about our self-image. Feelings of foolishness, immorality and so on (including internal projections during decision-making) are dissonance in action.
If an action has been completed and cannot be undone, then the after-thefact dissonance compels us to change our beliefs. If beliefs are moved, then the dissonance appears during decision-making, forcing us to take actions we would not have taken before.
Cognitive dissonance appears in virtually all evaluations and decisions and is the central mechanism by which we experience new differences in the world. When we see other people behave differently to our images of them, when we hold any conflicting thoughts, we experience dissonance.
Dissonance increases with the importance and impact of the decision, along with the difficulty of reversing it. Discomfort about making the wrong choice of car is bigger than when choosing a lamp.
Self-Perception Theory gives an alternative view.
3 –25

an alternative explanation for cognitive dissonance effects
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3 –26

People decide on their own attitudes and feelings from watching themselves behave in various situations. This is particularly true when internal cues are so weak or confusing they effectively put the person in the same position as an external observer.
Self-Perception Theory provides an alternative explanation for cognitive dissonance effects. For example Festinger and Carlsmith's experiment where people were paid $1 or $20 to lie. Cognitive dissonance says that people felt bad about lying for $1 because they could not justify the act.
Self-perception takes an 'observer's view, concluding that those who were paid $1 must have really enjoyed it (because $1 does not justify the act) whilst those who were paid $20 were just doing it for the money.
Note that this indicates how changing people's attitudes happens only when two factors are present:
 They are aroused, feeling the discomfort of dissonance.
 They attribute the cause of this to their own behaviors and attitudes.
Research 3 –27

Attitude Surveys
Eliciting responses from employees through questionnaires about how they feel about their jobs, work groups, supervisors, and the organization.
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3 –28

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3 –29

Exit
Voice
Behavior directed toward leaving the organization.
Active and constructive attempts to improve conditions.
Loyalty
Passively waiting for conditions to improve.
Neglect
Allowing conditions to worsen.
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3 –30

Source:
C. Rusbult and D. Lowery, “When Bureaucrats Get the Blues,”
Journal of Applied Social Psychology © 2005 Prentice Hall Inc. All rights reserved.
E X H I B I T 3 –5
3 –31