Transcript Welcome to this Session

Welcome
to
this Session
Chapter-3
Values, Attitudes and Job Satisfaction
Organizational Behavior
By Stephen P. Robbins
What are Values?

Values is a confusing word that
often gets confused with 'value' as in
the value you get from buying a
cheap, but well-built house. Values
are, in fact powerful drivers of how
we think and behave.

Actually values are “how
ought to be in the society”
things
What are Values?

According to Stephen p. Robbins
“Values are 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.”
What are Values?

Values are ideals that guide or qualify
your personal conduct, interaction with
others, and involvement in your career.
Like morals, they
help
you to distinguish what is right
from what is wrong and
inform you on how you can conduct
your life in a meaningful way.
Types of Values
Personal Values
 Cultural Values
 Social Values
 Work Values

Personal Values

Personal values are principles that define
you as an individual. Personal values, such
as honesty, reliability, and trust,
determine how you will face the world and
relate with people.
Cultural Values

Cultural values, like the practice of your
faith and customs, are principles that
sustain connections with your cultural
roots. They help you feel connected to a
larger community of people with similar
backgrounds.
Social Values

Social values are principles that indicate
how you relate meaningfully to others in
social situations, including those involving
family, friends, and co-workers.
Work Values

Work values are principles that guide your
behavior in professional contexts. They
define how you work and how you relate
to your co-workers, bosses, and clients.
They also reveal your potential for
advancement.
Values Across Cultures
Power distance
 Individualism versus Collectivism
 Achievement versus nurturing
 Uncertainty avoidance
 Long-term versus short-term orientation

Power distance
A
national culture attribute describing
the extent to which a society accepts
that power in institutions and
organizations is distributed.
Individualism Vs Collectivism
Individualism - A national culture
attribute describing the degree to which
people prefer to act as individuals rather
than as members of groups
 Collectivism - A national culture attribute
describing a tight social framework in
which people expect others in groups that
they are a part to look after them and
protect them.

Achievement Vs nurturing
Achievement - A national culture
attribute describing the extent to which
societal values are characterized by
assertiveness and materialism.
 Nurturing - A national culture attribute
that emphasizes relationships and concern
for others.

Uncertainty avoidance
A
national culture attribute describing
the extent to which a society feels
threatened
by
uncertain
and
ambiguous situations and to tries to
avoid them.
Long-term Vs short-term
orientation
Long-term orientation - A national
culture attribute that emphasizes the
future, thrift, and persistence.
 Short-term orientation - A national
culture attribute that emphasis the past
and present, respect for trading, and
fulfilling social obligations.

What are Attitudes?
Attitudes are favorable and unfavorable
feeling about anything.
 According to Stephen p. Robbins “
Attitudes are evaluative statements either
favorable or unfavorable concerning
objects, people, or events.

What are Attitudes?
 According
to Oxford Dictionary
“the way that you think and feel
about anything.”
 For example – When I say “ I like
my mobile, I am expressing my
attitude about something.”
Components of Attitude
There are three components of Attitude
 Cognition – An opinion or belief segment
 Affect – The emotional or feeling
segment
 Behavior – An intention to behave in a
certain way toward something or
someone.
Types of Attitudes
 Job
satisfaction
 Job involvement
 Organizational commitment
Job satisfaction
 Job
satisfaction refers to a collection
of feelings that an individual holds
toward his or her job.
Job involvement

Job involvement define as a state in which
a person identifies with his her job,
activity participates in it, and considers his
or her performance important to selfworth.
Organizational commitment

Organizational commitment define as a
state in which an employee identifies with
a particular organization and its goals, and
wishes to maintain membership in the
organization.
Cognitive Dissonance Theory
 Cognitive
dissonance – Any
incompatibility between two or more
attitudes or between behavior and
attitudes.
Job satisfaction
 Job
satisfaction has been defined
as a pleasurable emotional state
resulting from the appraisal of one’s
job
 According to Stephen p. Robbins
“Job satisfaction refers to a collection
of feelings that an individual holds
toward his or her job”.
Job Satisfaction
One of the primary job attitudes measured.
 Broad term involving a complex individual summation of
a number of discrete job elements.
 How to measure?
 Single global rating (one question/one answer) - Best
 Summation score (many questions/one average) - OK
 Are people satisfied in their jobs?
 In the U. S., yes, but the level appears to be dropping.
 Results depend on how job satisfaction is measured.
 Pay and promotion are the most problematic elements.

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Causes of Job Satisfaction


Pay influences job satisfaction only to a point.
 After about $40,000 a year (in the U. S.), there is no
relationship between amount of pay and job
satisfaction.
 Money may bring happiness, but not necessarily job
satisfaction.
Personality can influence job satisfaction.
 Negative people are usually not satisfied with their jobs.
 Those with positive core self-evaluation are more
satisfied with their jobs.
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Measuring job satisfaction

There are many methods for
measuring job satisfaction. By far,
the most common method for
collecting
data
regarding
job
satisfaction is the (Likert scale).
Other less common methods of for
gauging job satisfaction include:
Yes/No
questions,
True/False
questions, point systems, checklists,
and forced choice answers.
Likert scale

Likert Scale is the sum of responses on several Likert items
 A Likert item is simply a statement which the respondent is
asked to evaluate according to any kind of subjective or
objective criteria; generally the level of agreement or
disagreement is measured.
 The format of a typical five-level Likert item is:
1) Strongly disagree
2) Disagree
3) Neither agree nor disagree
4) Agree
5) Strongly agree
Outcomes of Job
Satisfaction
Job Performance
 Satisfied workers are more productive AND more
productive workers are more satisfied!
 The causality may run both ways.
 Organizational Citizenship Behaviors
 Satisfaction influences OCB through perceptions of
fairness.
 Customer Satisfaction
 Satisfied frontline employees increase customer
satisfaction and loyalty.
 Absenteeism
 Satisfied employees are moderately less likely to miss
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work.

More Outcomes of Job
Satisfaction
Turnover
 Satisfied employees are less likely to quit.
 Many moderating variables in this relationship.
 Economic environment and tenure.
 Organizational actions taken to retain high
performers and to weed out lower performers.
 Workplace Deviance
 Dissatisfied workers are more likely to unionize, abuse
substances, steal, be tardy, and withdraw.

Despite the overwhelming evidence of the impact of job
satisfaction on the bottom line, most managers are
either unconcerned about or overestimate worker
satisfaction.
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Employee Dissatisfaction?
Exit – Dissatisfaction express through
behavior directed toward leaving the
organization.
 Voice - Dissatisfaction express through
active and constructive attempts to
improve conditions.


Loyalty - Dissatisfaction expressed by
passively waiting for conditions to
improve.

Neglect - Dissatisfaction expressed
through allowing conditions to worsen
Response to job satisfaction
Active
EXIT
VOICE
Destructive
Constrictive
NEGLECT
LOYALTY
Passive
Thanks