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Values, Attitudes, and Work
Behaviour
Pushpendra Priyadarshi
What Are Values?
A broad tendency to prefer certain states of
affairs over others
Values have to do !ith !hat !e consider
"ood and bad
Values are #otivational and very "eneral
$e#bers of different occupational "roups
hold different values
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Values
Terminal - values that represent the "oals to be
achieved% or the end states of e&istence
Examples: honesty, politeness, courage
Examples: happiness, salvation, prosperity
Instrumental - values that represent
the acceptable behaviors to be used in
achieving some end state
Wor' (entrality
Wor' is valued differently across cultures
)here are cross-national differences in the
e&tent to !hich people perceive !or' as a
central life interest
(ross-cultural differences in !or'
centrality can lead to ad*ust#ent proble#s
for forei"n e#ployees and #ana"ers
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+ofstede,s -tudy
.eert +ofstede /uestioned over 110%000 12$
e#ployees in 30 countries about their !or'-
related values
+e discovered four basic di#ensions alon" !hich
!or'-related values differed across cultures4
5 Po!er distance
5 6ncertainty avoidance
5 $asculinity7fe#ininity
5 1ndividualis#7collectivis#
Po!er 8istance
)he e&tent to !hich an une/ual distribution
of po!er is accepted by society #e#bers
1n s#all po!er distance cultures% ine/uality
is #ini#i9ed% superiors are accessible% and
po!er differences are do!nplayed
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Po!er 8istance
:continued;
1n lar"e po!er distance cultures% ine/uality
is accepted as natural% superiors are
inaccessible% and po!er differences are
hi"hli"hted
<ut of 30 societies% (anada and the 6nited
-tates ran' 13 and 1=% fallin" on the lo!
po!er distance side of the avera"e
6ncertainty Avoidance
)he e&tent to !hich people are
unco#fortable !ith uncertain and
a#bi"uous situations
-tron" uncertainty avoidance cultures stress
rules and re"ulations% hard !or'%
confor#ity% and security
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6ncertainty Avoidance
:continued;
(ultures !ith !ea' uncertainty
avoidance are less concerned !ith
rules% confor#ity% and security% and
hard !or' is not seen as a virtue and
ris' ta'in" is valued
(anada and the 6nited -tates are !ell
belo! avera"e on uncertainty
avoidance
$asculinity7>e#ininity
$asculine cultures clearly differentiate
"ender roles% support the do#inance of
#en% and stress econo#ic perfor#ance
>e#inine cultures accept fluid "ender roles%
stress se&ual e/uality% and stress /uality of
life
(anada ran's about #id-pac' and the
6nited -tates is fairly #asculine
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1ndividualis#7(ollectivis#
1ndividualistic societies stress
independence% individual initiative% and
privacy
(ollective cultures favour interdependence
and loyalty to fa#ily or clan
)he 6nited -tates% Australia% .reat 2ritain%
and (anada are a#on" the #ost
individualistic societies
?on"-ter#7-hort-ter#
<rientation
-ubse/uent !or' by +ofstede !ith
(anadian $ichael 2ond resulted in
this fifth di#ension
(ultures !ith a lon"-ter# orientation
stress persistence% perseverance% thrift%
and close attention to status
differences
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?on"-ter#7-hort-ter#
<rientation :continued;
(ultures !ith a short-ter# orientation
stress personal steadiness and
stability% face-savin"% and social
niceties
(anada and the 6nited -tates are #ore
short-ter# oriented
1#plications of (ultural Variation
@&portin" <2 theories
1#portin" <2 theories
Appreciatin" "lobal custo#ers
8evelopin" "lobal e#ployees
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What Are Attitudes?
A fairly stable evaluative tendency to
respond consistency to so#e specific ob*ect%
situation% person% or cate"ory of people
)hey involve evaluations directed to!ard
specific targets
)hey are relatively stable
)hey are tendencies to respond to the tar"et
of the attitude
Component Measured by Example
ffect Physiolo"ical indicators
Verbal state#ents about
feelin"s
1 don,t li'e #y
boss
ehavioral
1ntentions
<bserved behavior
Verbal state#ents about
intentions
1 !ant to
transfer to
another
depart#ent
o"nition Attitude scales
Verbal state#ents about
beliefs
1 believe #y
boss plays
favorites
$odel of an Attitude
A
C
B
SOURCE: Adapted from ! "! Rosenberg and C! #! $ovland, %Cognitive, Affective, and
&ehavioral Components of Attitude,' in ! "! Rosenberg, C!#! $ovland, (! "! c)uire, R! *!
Abelson, and "! $! &rehm, Attitude Organization and Change +,e- $aven, Conn!: .ale
University *ress, /0123! Copyright /012 .ale University *ress! Used -ith permission!
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What 1s Cob -atisfaction?
A collection of attitudes that !or'ers have about their
*obs
<verall satisfaction is an avera"e or total of the
attitudes individuals hold to!ard various facets of the
*ob
)he #ost popular #easure of *ob satisfaction is the Job
Descriptive Index :C81;
)he Minnesota Satisfaction Questionnaire :$-D; is
also a popular #easure of *ob satisfaction
What @&plains Cob -atisfaction?
A person,s *ob satisfaction is
deter#ined by a nu#ber of factors4
5 8iscrepancy
5 >airness
5 8isposition
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8iscrepancy )heory
A theory that *ob satisfaction ste#s fro# the
discrepancy bet!een the *ob outco#es
!anted and the outco#es that are perceived
to be obtained
@#ployees !ho have #ore of their *ob-
related desires #et !ill report #ore overall
*ob satisfaction
>airness
1ssues of fairness affect both !hat people
!ant fro# their *obs and ho! they react to
discrepancies
)here are t!o basic 'inds of fairness4
5 8istributive fairness
5 Procedural fairness
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8istributive >airness
>airness that occurs !hen people receive
!hat they thin' they deserve fro# their
*obs
)his involves the distribution of !or'
re!ards and resources
@/uity theory provides a !ay of
understandin" ho! people deter#ine !hat
is fair
Procedural >airness
>airness that occurs !hen the process used
to deter#ine !or' outco#es is seen as
reasonable
1t is concerned !ith how outco#es are
decided and allocated
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Procedural >airness
Perceptions of procedural fairness are #ore
li'ely !hen the allocator of re!ards4
5 .ives ade/uate reasons for his7her decisions
5 >ollo!s consistent procedures
5 6ses accurate infor#ation and appears unbiased
5 Allo!s t!o-!ay co##unication durin" the
allocation process
5 Welco#es appeals of the procedure or allocation
8isposition
)he dispositional vie! of *ob satisfaction is
based on the idea that so#e people are
predisposed by virtue of their personalities
to be #ore or less satisfied !ith their *ob
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8isposition :continued;
People !ho are e&traverted and
conscientious tend to be #ore satisfied !ith
their *obs
)hose hi"h in neuroticis# are less satisfied
People !ho are hi"h in self-estee# and
internal locus of control are #ore satisfied
People !ho are opti#istic and proactive
report hi"her *ob satisfaction
)he facets that contribute the #ost to
feelin"s of *ob satisfaction for !or'ers
include4
5 $entally challen"in" !or'
5 Ade/uate co#pensation
5 (areer opportunities
5 (ollea"ues
Eey (ontributors to Cob -atisfaction
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(onse/uences of Cob
-atisfaction
Cob satisfaction has a nu#ber of conse/uences4
5 Absence fro# !or'
5 )urnover
5 Perfor#ance
5 <r"ani9ational citi9enship behaviour
5 (usto#er satisfaction and profit
What 1s <r"ani9ational (o##it#ent?
Organizational commitment is an attitude that
reflects the stren"th of the lin'a"e bet!een an
e#ployee and an or"ani9ation
)here are three different types of
or"ani9ational co##it#ent4
5 Affective co##it#ent
5 (ontinuance co##it#ent
5 For#ative co##it#ent
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Wor' Attitudes
Organizational
Commitment
4he strength of
an individual5s
identification -ith
an organi6ation
Affective Commitment
7esire to Remain
Continuance Commitment
Cannot afford to leave
Normative Commitment
*erceived obligation to remain
(ontributors to <r"ani9ational
(o##it#ent
)he best predictor of affective co##it#ent is
interestin" and satisfyin" !or'
Gole clarity and havin" one,s e&pectations #et after
bein" hired also contribute to affective co##it#ent
(ontinuance co##it#ent occurs !hen people feel that
leavin" the or"ani9ation !ill result in personal sacrifice
or "ood alternative e#ploy#ent is lac'in"
(ontinuance co##it#ent increases !ith the ti#e a
person is e#ployed by his or her or"ani9ation
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(ontributors to <r"ani9ational
(o##it#ent :continued;
For#ative co##it#ent can be fostered by
benefits that build a sense of obli"ation to the
or"ani9ation
-tron" identification !ith an or"ani9ation,s
product or service also fosters nor#ative
co##it#ent
-ociali9ation practices that e#phasi9e loyalty to
the or"ani9ation can sti#ulate nor#ative
co##it#ent
(onse/uences of <r"ani9ational
(o##it#ent
All three for#s of co##it#ent reduce
turnover intentions and actual turnover
Affective co##it#ent is positively related to
perfor#ance
(ontinuance co##it#ent is negatively related
to perfor#ance