Transcript Organizational Behavior_Chapter 3

Understanding
and
Managing
Organizational
Behavior
Chapter 3:
Values, Attitudes,
Moods, and
Emotions
4th Edition
JENNIFER GEORGE
& GARETH JONES
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©2005 Prentice Hall
Chapter Objectives
 Describe the nature of work values and
ethical values and why they are of critical
importance in organizations
 Understand why it is important to
understand employees’ moods and
emotions on the job
 Appreciate when and why emotional labor
occurs in organizations
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Chapter Objectives
 Describe the nature, causes, theories, and
consequences of job satisfaction
 Appreciate the distinction between affective
commitment and continuance commitment
and their implications for understanding
organizational behavior
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Opening Case: Richard Branson
is Never Bored
 Is it possible to have fun while performing a
very high stakes job?
 Richard Branson, Founder and CEO of
Virgin Group, Ltd.
– “I don’t think of work as work and play as
play. It’s all living…. I’m living and
learning every day.”
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The Nature of Values
 One’s personal convictions about what one
should strive for in life and how one should
behave
– Work values: employee’s personal
convictions about what outcomes one
should expect from work and how one
should behave at work
– Ethical values: one’s personal
convictions about what is right and wrong
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Outcome Expectations and Work
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Comfortable existence
Family security
Sense of accomplishment
Self-respect
Social recognition
Exciting Life
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Table 3.1 A Comparison of Intrinsic
and Extrinsic Work Values
Intrinsic Values
 Interesting work
 Challenging work
 Learning new things
 Making important
contributions
 Responsibility and
autonomy
 Being creative
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Extrinsic Values
 High pay
 Job security
 Job benefits
 Status in wider
community
 Social contacts
 Time with family
 Time for hobbies
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Ethical Values
 One’s personal convictions about what is right and
wrong
– Utilitarian values: decisions should produce the
greatest good for the greatest number of people
– Moral rights values: decisions should protect the
fundamental rights ad privileges of those
affected
– Justice values: decisions should allocate
benefits and harms among those affected by the
decision in a fair and equitable manner.
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Code of Ethics
 Set of formal rules and standards, based on
ethical values and beliefs about what is right
and wrong, that employees can use to make
appropriate decisions when the interests of
other individuals or groups are at stake
– Whistleblowers inform people in positions
of authority of instances of wrongdoing,
illegal behavior, or unethical behavior in
an organization
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Work Attitudes
 Collections of feelings, beliefs, and thoughts about
how to behave that people currently hold about
their jobs and organizations.
 Specific work attitudes:
– Job satisfaction is the collection of feelings
and beliefs that people have about their current
jobs.
– Organizational commitment is the collection
of feelings and beliefs that people have about
their organizations as a whole.
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Work Moods
 How people feel at the time they actually
perform their jobs.
 More transitory than values and attitudes.
 Determining factors:
– Personality
– Work situation
– Circumstances outside of work
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Work Moods
Positive
 Excited
 Enthusiastic
 Active
 Strong
 Peppy
 Elated
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Negative
 Distressed
 Fearful
 Scornful
 Hostile
 Jittery
 Nervous
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Emotions
 Intense, short-lived feelings that are linked
to specific cause or antecedent
 Emotions can feed into moods
 Emotional labor: the work employees
perform to control their experience and
expression of moods and emotions on the
job
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Determinants of Job Satisfaction_1
 Personality: the enduring ways a person has of
feeling, thinking, and behaving
– Extroverts tend to have higher levels of job
satisfaction than introverts
 Values: reflect employees’ convictions about the
outcomes that work should lead to and how one
should behave at work
– Those with strong intrinsic work values is more
likely than one with weak intrinsic work values to
be satisfied with a job that is meaningful but
requires long hours and offer poor pay
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Determinants of Job Satisfaction_2
 Work Situation
– tasks a person performs
– people a jobholder interacts with
– surroundings in which a person works
– the way the organization treats the
jobholder
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Determinants of Job Satisfaction_3
 Social Influence: influence that individuals or
groups have on a person’s attitudes and
behavior
– Coworkers
– Family
– Other reference groups (unions, religious
groups, friends)
– Culture
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Theories of Job Satisfaction
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The Facet Model
Herzberg’s Motivator-Hygiene Theory
The Discrepancy Model
The Steady-State Theory
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The Facet Model
 Focuses primarily on work situation factors
by breaking a job into its component
elements, or job facets, and looking at how
satisfied workers are with each.
 A worker’s overall job satisfaction is
determined by summing his or her
satisfaction with each facet of the job.
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Table 3.2 Job Facets
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Ability utilization
Achievement
Activity
Advancement
Authority
Company policies and
practices
Compensation
Co-workers
Creativity
Independence
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Moral values
Recognition
Responsibility
Security
Social service
Social status
Human relations
supervision
 Technical supervision
 Variety
 Working conditions
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Herzberg’s Motivator-Hygiene
Theory of Job Satisfaction
 Focuses on the effects of certain types of job facets
 Everyone has two sets of needs or requirements
– Motivator needs are associated with the actual
work itself and how challenging it is
• Facets: interesting work, autonomy,
responsibility
– Hygiene needs are associated with the physical
and psychological context in which the work is
performed
• Facets: physical working conditions, pay,
security
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Herzberg’s Motivator-Hygiene Theory
 Hypothesized relationships between
motivator needs, hygiene needs, and job
satisfaction:
– When motivator needs are met, workers
will be satisfied; when these needs are
not met, workers will not be satisfied.
– When hygiene needs are met, workers
will not be dissatisfied; when these needs
are not met, workers will be dissatisfied.
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The Discrepancy Model of Job
Satisfaction
 To determine how satisfied they are with
their jobs, workers compare their job to
some “ideal job.” This “ideal job” could be
– What one thinks the job should be like
– What one expected the job to be like
– What one wants from a job
– What one’s former job was like
 Can be used in combination with the Facet
Model.
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Determining Satisfaction with the
Discrepancy and Facet Models
 A) How much (enter job facet) do you
currently have at your job?
 B) How much (enter job facet) do you think
your job should have?
 The difference between A and B indicates
the level of satisfaction with that facet
 The differences are summed for an overall
satisfaction score
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The Steady-State Theory of Job
Satisfaction
 Each worker has a typical or characteristic
level of job satisfaction, called the steady
state or equilibrium level.
 Different situational factors or events at
work may move a worker temporarily from
this steady state, but the worker will
eventually return to his or her equilibrium
level.
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Consequences of Job
(Dis)Satisfaction
 Performance: Satisfied workers are slightly
more likely to perform at a higher level than
dissatisfied workers
 Absenteeism: Satisfied workers are only
slightly less likely to be absent than
dissatisfied workers
 Turnover: Satisfied workers are less likely
to leave the organization than dissatisfied
workers
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Table 3.3 Determinants of
Absence from Work
 Motivation to attend
work is affected by
– Job satisfaction
– Organization’s
absence policy
– Other factors
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 Ability to attend work
is affected by
– Illness and
accidents
– Transportation
problems
– Family
responsibilities
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Consequences of Job Satisfaction
 Organizational citizenship behavior
(OCB): Satisfied workers are more likely to
engage in this behavior than dissatisfied
workers.
– Helping coworkers, spreading goodwill
 Employee well-being: Satisfied workers
are more likely to have strong well-being
than dissatisfied workers.
– How happy, healthy, and prosperous
workers are
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Organizational Commitment
 Feelings and beliefs about the employing
organization as a whole
– Affective commitment
– Continuance commitment
 Affective commitment is more positive for
organizations than continuance commitment
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