Chapter 3

Values, Attitudes, and Job Satisfaction

ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H 2005 Prentice Hall Inc. All rights reserved. E D I T I O N PowerPoint Presentation by Charlie Cook WWW.PRENHALL.COM/ROBBINS

OBJECTIVES

After studying this chapter, you should be able to:

1. Contrast terminal and instrumental values. 2. List the dominant values in todays 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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LEARNING

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O B J E C T I V E S (contd)

After studying this chapter, you should be able to:

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

LEARNING

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Values
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 individuals values in terms of their intensity.

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Importance of Values
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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Types of Values at workplace

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 ones terminal values.
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Values in the Rokeach Survey

Source: M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973).

E X H I B I T 31

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Values in the Rokeach Survey (contd)

Source: M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973).

E X H I B I T 31 (contd)

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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. 12344.

E X H I B I T 32

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Compulsory Readings
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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Worksheet:
Dominant Work Values in Todays Workforce w.r.t. Pakistan
Cohort Entered the workforce 1950s or early 1960s Approximate current age Dominant Work Values

Senior Citizens

60+

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

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Organizational Stakeholders

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Hofstedes Framework for Assessing Cultures

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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PD in detail
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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Hofstedes Framework (contd)

Individualism The degree to which people prefer to act as individuals rather than a member of groups. Collectivism 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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Hofstedes Framework (contd)

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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Hofstedes Framework (contd)

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

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Hofstedes Framework (contd)

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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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. 289305. (\\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 Luthanss book , 11th 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. 318

The GLOBE Framework for Assessing Cultures

(contd)
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.
In-group collectivism the degree to which individuals express pride, loyalty, and cohesiveness in their organizations or families. Performance orientation suggested by the degree to which a collective encourages and rewards group members for performance improvement and excellence. Humane orientation the degree to which a collective encourages and rewards individuals for being fair, altruistic, generous, caring, and kind to others.
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7. 8.

9.

Attitudes
The ABC Model of an Attitude

Attitudes
Predisposition or a tendency to respond positively or negatively towards a certain idea, object, person, or situation.
4th

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 dont 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: Evaluative: Positive or negative response to stimuli.

Component: Cognition (Thought; reflects a persons 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 320 attitude

Types of Attitudes
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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Types of Organizational Commitment

<we have already discussed in Chapter no. 1>

Organizational Commitment
(The strength of an individuals 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)

Normative Commitment
(individuals perceived obligation to remain with an organization)

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The Theory of Cognitive Dissonance

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.

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Cognitive Dissonance (contd)

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.
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Cognitive Dissonance (contd)

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.
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Self-Perception Theory
an alternative explanation for cognitive dissonance effects

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Self-Perception Theory
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. 327 Research

An Application: Attitude Surveys

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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Sample Attitude Survey

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How Employees Can Express Dissatisfaction

Exit
Behavior directed toward leaving the organization.

Voice
Active and constructive attempts to improve conditions.

Loyalty
Passively waiting for conditions to improve.

Neglect
Allowing conditions to worsen.

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Responses to Job Dissatisfaction

Source: C. Rusbult and D. Lowery, When Bureaucrats Get the Blues, Journal of Applied Social Psychology. 15, no. 1, 1985:83. Reprinted with permission.

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