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Values, Attitudes and Job Satisfaction

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Marjon Dimafilis
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89 views

Values, Attitudes and Job Satisfaction

Uploaded by

Marjon Dimafilis
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 26

CHAPTER Four

Values, Attitudes,
and Job Satisfaction

ORGANIZATIONAL BEHAVIOR
VALUES
VALUES

 Values are those things that really matter to each of


us ... the ideas and beliefs we hold as special. Caring
for others, for example, is a value; so is the freedom
to express our opinions.

 Values are deeply held beliefs about what is good,


right, and appropriate.
 Values are deep-seated and remain constant
over time.
 We accumulate our values from childhood based on
teachings and observations of our parents, teachers,
religious leaders, and other influential and powerful
people.
 Example: Jennifer felt stressed out and didn't know
what to do when her boss implied she should lie to a
client; honesty is one of Jennifer's most deeply held
values.
How People Learn Values

Values are not inborn, they are learned.


As they grow, people learn values through
any or all of the following:

1. Modeling
2. Communication of Attitudes
3. Unstated but implied attitudes
4. Religion

4
Types of Values
Values may be classified in various
ways. A classification that is most relevant
to the workplace indicates that values are
of the following types:

1. Achievement
2. Helping and concern for others
3. Honesty
4. Fairness

5
Espoused vs. Enacted Values
Individual vs. Organizational Values
3
Intrinsic vs. Extrinsic Work Values

Intrinsic Values Extrinsic Values


 Interesting work  High pay
 Challenging work  Job security
 Learning new  Job benefits
things  Status in wider
 Making important community
contributions  Social
 Responsibility and contacts
autonomy  Time with
 Being creative family
Another
Types ofClassification
values of values:
Terminal values: desirable states of existence; the
goals which a person would like to achieve in his
life.
 for e.g.. Family security

Instrumental values: preferable modes of behavior


or means of achieving one’s terminal values.
 For e.g.. Ambitious, hardworking.

9
Rokeach
Rokeach Value
Value Survey
Survey
 Terminal  Instrumental
 A comfortable life  Ambitious
 An exciting life  Broad minded
 A sense of  Capable
accomplishment  Cheerful
 A world at peace  Clean
 A world of beauty  Courageous
 Equality  Forgiving
 Family security  Helpful
 Freedom  Honest
 Happiness  Imaginative
 Inner harmony  Independent
 Love

1
0
ATTITUDES
ATTITUDES

 Attitudes are usually defined as a nature or tendency


to respond positively or negatively towards a certain
thing (idea, object, person, situation). They
encompass, or are closely related to, our opinions
and beliefs and are based upon our experiences

How Attitudes Are Formed


ATTITUDES

 Attitudes are formed through learning. The two


methods that mostly influence attitude formation are
direct experience and indirect means of social
learning.
The Main Components of Attitudes
Attitude
s

Attitudes Cognitive component


The opinion or belief
Evaluative segment of an attitude.
statements or
opinions Affective Component
concerning The emotional or feeling
objects, segment of an attitude.
people, or
events. Behavioral Component
An intention to behave in a certain
way toward someone or
something.

© 2005 Prentice Hall Inc. All rights reserved. 3–12


The Most
Types Important Attitudes in the workplace:
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.
© 2005 Prentice Hall Inc. All rights reserved. 3–13
Types
Types of
of Attitudes
Attitudes
Perceived Organizational Support (POS)
Degree to which employees feel the organization cares
about their well-being.

Employee Engagement
An individual’s involvement with, satisfaction with, and
enthusiasm for the organization.
Effects of Employee Attitudes

Employee attitudes may be classified as either:

1. Positive job attitudes


e.g. Job Satisfaction

2. Negative job attitudes


e.g. Psychological and physical withdrawal, aggression
An
AnApplication:
Application:Attitude
Attitude Surveys
Surveys

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

© 2005 Prentice Hall Inc. All rights reserved. 3–16


Factors associated with Job Satisfaction
1. Salary
2. Work itself
3. Promotion Opportunity
4. Quality of Supervision
5. Relationship with co-workers
6. Working Condition
7. Job Security
Sample
SampleAttitude
Attitude Survey
Survey

© 2005 Prentice Hall Inc. All rights reserved. 3–18


Attitudes
Attitudes and
and Workforce
Workforce Diversity
Diversity
Training activities that can reshape employee
attitudes concerning diversity:
 Participating in diversity training that provides
for self- assessment and group discussions.
 Volunteer work in community and social serve
centers with individuals of diverse
backgrounds.
 Exploring print and visual media that tell and
portray diversity issues.
Job
Job Satisfaction
Satisfaction
 Measuring Job Satisfaction
– Single global rating
– Summation score
 How Satisfied Are People in Their Jobs?
– Job satisfaction declined to 50.4% in 2002
– Decline attributed to:
• Pressures to increase productivity and meet tighter
deadlines
• Less control over work

© 2005 Prentice Hall Inc. All rights reserved. 3–20


How
How Employees
Employees Can
Can Express
Express Dissatisfaction
Dissatisfaction

Exit Voice
Behavior directed Active and
toward leaving the constructive attempts
organization. to improve conditions.

Neglect
Loyalty
Allowing conditions
Passively waiting for to worsen.
conditions to
improve.

© 2005 Prentice Hall Inc. All rights reserved. 3–21


The
The Effect
Effect of
of Job
Job Satisfaction
Satisfaction on
on Employee
Employee
Performance

 Satisfaction and Productivity


– Satisfied workers are more productive.
– Worker productivity is higher in organizations with
more satisfied workers.
 Satisfaction and Absenteeism
– Satisfied employees have fewer avoidable
absences.
 Satisfaction and Turnover
– Satisfied employees are less likely to quit.
– Organizations take actions to retain high
performers and to weed out lower performers.

© 2005 Prentice Hall Inc. All rights reserved. 3–22


Job
Job Satisfaction
Satisfaction and
and OCB
OCB

 Satisfaction and Organizational Citizenship


Behavior (OCB)
– Satisfied employees who feel fairly treated by and are
trusting of the organization are more willing to engage
in behaviors that go beyond the normal expectations
of their job.

© 2005 Prentice Hall Inc. All rights reserved. 3–23


Job
Job Satisfaction
Satisfaction and
and Customer
Customer Satisfaction
Satisfaction
 Satisfied employees increase customer
satisfaction because:
– They are more friendly, upbeat, and
responsive.
– They are less likely to turnover which helps build long-
term customer relationships.
– They are experienced.
 Dissatisfied customers increase employee job
dissatisfaction.

© 2005 Prentice Hall Inc. All rights reserved. 3–24


Organizational Commitment

Organizational Commitment may be categorized into


three dimensions:

1. Affective commitment
2. Continuance commitment
3. Normative commitment

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