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.
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E D I T I O N

W W W . P R E N H AL L . C O M / R O B B I N S

PowerPoint Presentation
by Charlie Cook

Values
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 endstate of existence.

Value System
A hierarchy based on a ranking of an
individuals values in terms of their intensity.
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32

Importance
Importance of
of Values
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
Types of
of Values
Values - Rokeach
Rokeach Value
Value Survey
Survey
Terminal Values
Desirable end-states of existence; the goals
that a person would like to achieve during his
or her lifetime.

Instrumental Values
Preferable modes of behavior or means of
achieving ones terminal values.
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Hofstedes
Hofstedes Framework
Framework for
for Assessing
Assessing Cultures
Cultures
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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Hofstedes
Hofstedes Framework
Framework (contd)
(contd)
Individualism

Collectivism

The degree to which

people prefer to act
as individuals rather
than a member of
groups.

A tight social
framework in which
people expect others in
groups of which they
are a part to look after
them and protect
them.

2005 Prentice Hall Inc.

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Hofstedes
Hofstedes Framework
Framework (contd)
(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
Hofstedes Framework
Framework (contd)
(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
Hofstedes Framework
Framework (contd)
(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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39

Attitudes
Attitudes

Attitudes
Evaluative
statements
or
judgments
concerning
objects,
people, or
events.

Cognitive component
The opinion or belief
segment of an attitude.

Affective Component
The emotional or feeling
segment of an attitude.

Behavioral Component
An intention to behave in a
certain way toward someone or
something.

2005 Prentice Hall Inc.

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Types
Types of
of Attitudes
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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311

The
The Theory
Theory of
of Cognitive
Cognitive Dissonance
Dissonance
Cognitive Dissonance
Any incompatibility between two or more
attitudes or between behavior and attitudes.

Desire
Desireto
toreduce
reducedissonance
dissonance
Importance
Importanceof
ofelements
elementscreating
creatingdissonance
dissonance
Degree
Degreeof
ofindividual
individualinfluence
influenceover
overelements
elements
Rewards
Rewardsinvolved
involvedinindissonance
dissonance

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Measuring
Measuring the
the A-B
A-B Relationship
Relationship
Recent research indicates that attitudes (A)
significantly predict behaviors (B) when
moderating variables are taken into account.

Moderating
ModeratingVariables
Variables
Importance
Importanceof
ofthe
theattitude
attitude
Specificity
Specificityof
ofthe
theattitude
attitude
Accessibility
Accessibilityof
ofthe
theattitude
attitude
Social
Socialpressures
pressureson
onthe
theindividual
individual
Direct
Directexperience
experiencewith
withthe
theattitude
attitude

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Self-Perception
Self-Perception Theory
Theory
Attitudes are used after the fact to make sense
out of an action that has already occurred.

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An
An Application:
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.

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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-evaluation and group discussions.
Volunteer work in community and social serve
centers with individuals of diverse backgrounds.
Exploring print and visual media that recount
and portray diversity issues.

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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

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The
The Effect
Effect of
of Job
Job Satisfaction
Satisfaction on
on Employee
Employee
Performance
Performance
Satisfaction and Productivity
Satisfied workers arent necessarily 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 Inc.
to weed out lower performers.
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How
How Employees
Employees Can
Can Express
Express Dissatisfaction
Dissatisfaction
Exit

Voice

Behavior directed
toward leaving the
organization.

Active and
constructive attempts
to improve
conditions.

Loyalty

Neglect

Passively waiting for

conditions to improve.

Allowing conditions
to worsen.

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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.

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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.

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