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Department of International BusinessUniversity of Dhaka

Course Code: IB 309 (OrganizationalBehavior)

Term PaperOn

Values, Attitudes, and JobSatisfaction

Prepared ByApurba Ranjan Paul

Roll – 24Session 2009-10B.B.A. 16th Batch

Submitted ToProfessor (Dr.) Khondoker Bazlul Hoque

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Department of International BusinessFaculty of Business Studies

University of Dhaka

Date of Submission: 27/05/2013May 27th, 2013Professor Dr. Khondoker Bazlul HoqueDepartment of International BusinessFaculty of Business StudiesUniversity of Dhaka

Sub: Submission of term paper on Values, Attitudes & Job satisfactions.

Dear Sir,Here is the assignment on organizational behavior. Whatare the values, attitudes and what satisfies the job topractical situation is the concerned matter of this term paper. In this paper I have tried my level best topresent different types of value system , attitudes towards other people and job satisfaction as well as how people except dissatisfaction. While preparing thisassignment I have learned many important topics of attitudes, values system and job satisfaction criteria.I appreciate having this paper. I prepare this paper with my sincerity and serious effort. Thank you for providing me the opportunity to participate in this work. I am really grateful to you for giving me the scope to prepare this term paper under you.

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Sincerely,Apurba Ranjan Paul.

Table of ContentsExecutive Summery....................................................4Chapter 1: Introduction..............................................5

Objective of the Study..............................................6Methodology of the Study............................................6

Limitations of the Study............................................6Chapter 2: Values, Attitudes, and Job Satisfaction...................7

2.1 Values..........................................................72.1.1 Types of Value.............................................8

2.1.2 Values, Loyalty and Ethical Behavior........................92.1.3 Inter Values of Culture.....................................9

2.2 Attitudes......................................................112.2.1 Types of Attitudes.........................................11

2.2.2 Attitude and Consistency...................................122.2.3 Cognitive Dissonance theory................................12

2.3 Job Satisfactions..............................................13

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2.3.1 Measuring job satisfaction.................................132.3.2 How satisfied a person to the job?.........................14

2.3.3 The effect of job satisfaction on employee performance.....152.3.4 How Employees can express Dissatisfaction..................16

2.3.5 Job satisfaction and OCB...................................17Chapter 3: Conclusion & Reference...................................18

Executive Summery

In the report, I have tried to focus on how values influenceattitudes and result to a job satisfaction. I have tried tolink among the theories and practice in the organizationalbehavior. In the report, I have tried to show how valuesstrongly influence a person’s attitudes as well as his orher performance. An employee’s performance and satisfactionare likely to be higher if his or her values fit well withthe organization. Managers are more likely to appreciate,

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evaluate positively, and allocate rewards to employees who“fit in” and employees are more likely to be satisfied ifthey perceive that they do fit in. I have tried to howManagers should be interested in their employees’ attitudesbecause of attitudes give warnings of potential problems andthey influence behavior. Satisfied and committed employees,for instance, have lower rates of turnover and absenteeism.Given that managers want to keep resignations and absencesdown—especially among their more productive employees.Employees satisfaction towards their job, the effect of jobsatisfaction as well as results to its performance are shownin this report. Employees can also show theirdissatisfaction by various ways is also shown in thisreport.

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Chapter 1: Introduction

Values are universal principles or ideals that we implicitlyaccept as guidelines for action. Values are a primarydeterminant of human accomplishment. Values represents basicconvictions a specific mode of conduct or end-state ofexistence is personally , socially preferable to an oppositeor converse mode of conduct or end-state of existence. Itcontains a judgmental element that carry an individual’sideas what is , good or desirable. People have differentvalues. All of us have a hierarchy of values that forms ourvalue system.

We all have values that determine our decisions and guide our lives. Those who value their individuality take responsibility, are self-reliant and act with self-respect. Those who value truthfulness cannot bring themselves to tella lie. Those who value family or friendship sacrifice their personal interests for the good of others. Those who value goodness cannot bring themselves to do something they know its wrong. We express values in our relations with other people when we are loyal, reliable, honest, generous, trusting, trustworthy, feel a sense of responsibility for family, friends, co-workers, our organization, community or country. On a more physical level, we may place great value on cleanliness, punctuality, orderliness, accuracy, quality and physical perfection in whatever we do.

Attitudes are statements or assessment related to objects, people or events. Attitude is not equal to the value but thetwo are related. We can know by looking at three components of attitudes namely Cognitive, Affective and Behavior.

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Job satisfaction is how content an individual is with his orher job. Scholars and human resource professionals generallymake a distinction between affective job satisfaction and cognitive job satisfaction. Affective job satisfaction is the extent of pleasurable emotional feelings individuals have about their jobs overall, and is different to cognitivejob satisfaction which is the extent of individuals’ satisfaction with particular facets of their jobs, such as pay, pension arrangements, working hours, and numerous otheraspects of their jobs. Researchers and psychologists have spent years in trying to find how they can define it, what affects it and what doesn't. Job satisfaction means different things to different people; this is because it hasa lot of do with motivation. People are motivated by different things to do different things. While this is true,do not confuse and mistake this satisfaction as being the same, as motivation.

Objective of the Study

The objective of the study is to know about Values,attitudes and job satisfaction in the organization and howit varies from employee to emplyee. I think the knowledgeabout different value system, attitudes and job satisfactionand its applications will help me in my practical life.

Methodology of the Study

The methods I followed for collecting information aboutdifferent theories and concepts of the value system,

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attitudes towards work life and desire job satisfaction. Ihave gone through the book of Organizational Behavior anddifferent websites to understand the concepts.

Limitations of the Study

Preparation of this report involves a number of limitationsin its various stages. While preparing I faced the followingproblems which I tried to avoid. I have only gone throughthe books and articles for collecting data. I can onlyassume the the use of these system in the work life or reallife.

Chapter 2: Values, Attitudes, and Job Satisfaction

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2.1 Values

The value reflects the basic beliefs that specific behaviorpatterns or final form in person or existence is preferableto social behavior patterns or forms the opposite end of theexistence or the reverse. Value attribution has both contentand intensity attributes. Attributes content says that theform or forms of behavior is the existence of an importantend. Attribute intensity explains how important it is.

When we warned the individual values based on intensity, weobtain the person’s value system. System itself is the valuehierarchy based on the ranking of personal values based onthe intensity of these values.

Importance of Values

Value is important to study organizational behavior becausethe value of a basis for understanding the attitudes andmotivations as well as affect individual perceptions intothe organization that conceptualized the idea in advanceabout what you “should” and “should not”. Of course, theideas themselves are not value free. The idea was suggestedthat the behavior or a specific outcome is preferable to theothers. As a result, the value of objectivity andrationality generally influence attitudes and behavior. Whenanyone enter an organization with the view that allocatingpay on the basis of performance is right, while allocatingpay on the basis of seniority is wrong. Anyone can reactthis because his value does not fit with the organizationsvalue system. So, he or she can lead to job dissatisfaction.

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2.1.1 Types of Value

There are two approaches to construct the typology ofvalues. These are :

1. Rokeach Value Survey2. Working Group on Contemporary

1.Rokeach Value Survey

Milton Rokeach create Rokeach Value Survey also known asRVS. Rokeach Value Survey consists of two set of values,namely a device called a terminal value of the final form ofthe existence of a highly desirable goal, who want to reachsomeone in her life. Another device is called the value isinstrumental forms of behavior or effort to achieve theterminal value is preferred by certain people.

2.Working Group on Contemporary

Working Group on Contemporary is understanding the values ofdifferent individuals but tend to reflect the community

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values they were raised in the period can be a valuable aidin explaining and predicting behavior.

2.1.2 Values, Loyalty and Ethical Behavior

Those values that are in the middle and uppermanagement will significantly affect the overall ethicalclimate in a particular organization. Until the mid 1970s,the managerial ranks were dominated by Veterans, whoseloyalty to their employer addressed. Starting mid-to late1970s, the generation of boomers begin to rise into toplevel management. In the early 1990s many middle managementpositions and the top in business organization in the graspof boomer generation.

Loyalty boomer generation were drawn to their careers .Potential god news in this analysis is the generation now inmoving into middle management areas and the ocean will riseto top management. Because of their loyalty were drawn tothe relationship, they are considering the implications oftheir actions.

2.1.3 Inter Values of Culture

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Different values in every cultures, understanding ofthese differences will help explain and predict the behaviorof employees from different countries.

Hofstede Framework for Culture Assessment

One approach globally the most widely referred to analyzingthe cariations among different cultures by Geert Hofstede.He surveyed about the value associated with their jobs. Hefound that managers and employees vary based on the fivedimensions of national cultural values. These values are :

a. Distance of Power: National cultural attributes thatdescribe the level of public acceptance of power inthe institution or organization that is not evenlydistributed.

b. Individualism vs. Collectivism: Individualism is anational culture that describes the degree to whichpeople prefer to act as Individuals rather than asmembers of the group. While collectivism is anational culture attribute describing the socialframeworks in which strict people expect others inthe group where they became a member for, caring forhim and help him.

c. Quantity of life vs. Quality of life: Quantity oflife is a national culture attribute describing thedegree to which societal values are characterized bycourage opinion and materialism. While the quality of

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life are attributes of national culture thatemphasizes relationships and concern for others.

d. Uncertainty avoidance: National culture attributedescribing the degree to which people feel threatenedby uncertain situation or ambiguous and try to avoidthose circumstances.

e. Long term vs. Short term: Long term orientation is anattribute of national culture that emphasizes thefuture, savings and sustainability. While short termorientation is an attribute of national culture thatemphasizes the past and present, respect fortradition and fulfilling social obligation.

Globe framework for Assessing Cultural

Cultural dimension of Hofstede has become the basicframework for differentiating among national cultures. Globeidentifies nine dimension to distinguish between nationalculture. These are –

Courage argues Future Orientation Gender differentiation Uncertainty avoidance Power distance Individualism/Collectivism In group collectivism Performance orientation Humane orientation

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2.2 Attitudes

Attitudes are statements or assessment related to objects, people or events. Attitude is not equal to the value but thetwo are related. We can know by looking at three components of attitudes namely Cognitive, Affective and Behavior.

1. Components of cognitive attitude : Segment opinions orbeliefs of the attitudes

2. Affective components of attitude : Emotional or feelingsegment of an attitude.

3. Components of attitude behavior : Intention to behavein a certain way toward someone or something.

2.2.1 Types of Attitudes

Most of the research in a work has focused on three attitudeof work satisfaction, job involvement and organizationalcommitment.

1.Job satisfaction

Job satisfaction refers to the general attitudes toward his or her job. Individuals with higher levels of job satisfaction show a positive attitude toward the study. Whereas someone who is not satisfied with his work, showed a negative attitude toward the job.

2.Job Involvement

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The degree to which a person relates himself with his or her job, actively participates in it, and considers his or her performance important to self-worth.

3.organizational commitment

The degree to which an employee attribute certainorganization himself and the targets and hope to maintainmembership in the organization.

2.2.2 Attitude and Consistency

Studies generally conclude that people seek consistencyamong their attitudes and between their attitudes and theirbehavior. This means that the individuals trying tointegrate the attitudes apart and combine their attitudesand behaviors that seem rational and consistent. When thereis a consistency, forces are initiated to return theindividual to an equilibrium state in which attitudes andbehavior are again consistent. This can be done either bychanging the attitude or behavior or by developing arationalization of the deviation.

2.2.3 Cognitive Dissonance theory

Cognitive Dissonance theory was proposed by LeonFestinger. These theory try to explain the relationshipbetween attitudes and behavior. Dissonance means

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inconsistency. Cognitive dissonance refers to anydiscrepancies that may be discovered by and individualbetween two or more attitudes or between behavior andattitude. Festinger argued that any form of inconsistency isnot comfortable and that individuals will attempt to reducedissonance and from there to reduce discomfort. Therefore,individuals will fight for steady state, in which there is aminimum dissonance.

Festinger says that the desire to reduce the dissonancewill be determined by the importance of the elements thatcreate dissonance, the degree of influence possessed byindividuals believed to be the top elements and the rewardsthat may be involved in dissonance. If the elements thatcreate dissonance is relatively unimportant, the pressure tocorrect this imbalance will be low. Levels are believed toinfluence possessed by individuals of these elements have animpact on how they will react to that dissonance. If thebehavior produces a dissonance to be duty orders fromsuperiors, the pressure to reduce dissonance would be lowerthan if the behavior is voluntary. These factors indicatethat the software is precisely because individualsexperience dissonance, they do not need to move directlytowards the consistency that is, towards reducing thisdissonance. Besides that ,the greater the dissonance thatafter softened by the factors of importance choice, andreward the greater the pressure to reduce them.

2.3 Job Satisfactions

Job satisfaction is how content an individual is with his orher job. Scholars and human resource professionals generally

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make a distinction between affective job satisfaction and cognitive job satisfaction. Affective job satisfaction is the extent of pleasurable emotional feelings individuals have about their jobs overall, and is different to cognitivejob satisfaction which is the extent of individuals’ satisfaction with particular facets of their jobs, such as pay, pension arrangements, working hours, and numerous otheraspects of their jobs. Researchers and psychologists have spent years in trying to find how they can define it, what affects it and what doesn't. Job satisfaction means different things to different people; this is because it hasa lot of do with motivation. People are motivated by different things to do different things. While this is true,do not confuse and mistake this satisfaction as being the same, as motivation.

2.3.1 Measuring job satisfaction

The approach is most widely used global ranking of a single and the score calculation which consists of a number of aspects of the job. Single global rating method is no more than asking employees to respond to question. The factors that are generally included is an atmosphere of work, supervision, current wage levels, promotion opportunities and relationships with partners.

The factors are ranked based on a standardized scale and then added to get the job satisfaction scores overall. Scientifically, it appears that adding the response to a number of factors will result in jobs more accurate evaluation of job satisfaction.

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There are different aspects to job satisfaction, some will agree whole-heartedly to this and some will disagree.

Individual Elements: This means personality, education, intellect, age and marital status. These individual elementsplay an important role in achieving satisfaction in the job.

Social Elements: Social elements are all things in the social environment of the work place, such as working relationship with colleagues, interaction and informal association with colleagues.

Cultural Elements: These are a person's beliefs, attitude, values, and religious elements.

Organizational Elements: These are elements directly relatedto the organization like the size of the organization,structure of the organization, employee-employerrelationships, management abilities, leaderships, delegationand all such things are factors affecting job satisfaction.

Environmental Elements: These are elements of influences onthe environment around working, like economic, social,technical and even governmental or political influences.

All these factors, elements or dimensions are very differentfor each individual and his or her perspective of jobsatisfaction. One of the best ways people have realized toget a grip on the satisfaction is to establish the rightkind of culture in their organizations. This is often calledcorporate culture.

2.3.2 How satisfied a person to the job?

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Recently the job satisfaction level is decreasing. Theexperts considered it may be due to the efforts of employersto try to improve productivity through increased employeeworkloads and deadlines more narrow. Another factor is thefeeling which more and more workers reported that they haveless control over their work. Increased wages reflectdifferences in types of work. Higher wage jobs typicallyrequire higher skills, provide challenging responsibilityand give greater control to employees. There is a wage sothat better reflects the challenges and greater freedom thatget recorded in their jobs rather than the pay itself.

2.3.3 The effect of job satisfaction on employee performance

Employee attitudes are important to management because theydetermine the behavior of workers in the organization. Thecommonly held opinion is that “A satisfied worker is aproductive worker”. A satisfied work force will create apleasant atmosphere within the organization to perform well.Hence job satisfaction has become a major topic for researchstudies. The specific problem addressed in this study is toexamine the impact of job satisfaction on performance. Itconsidered which rewards (intrinsic and extrinsic) determinejob satisfaction of an employee. It also consideredinfluence of age, sex and experience of employees on levelof job satisfaction. In addition it investigated in mostsatisfying event of an employee in the job, why employeesstay and leave the organization.

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1.Satisfaction and Productivity

Productivity is likely to lead to satisfaction. When thedata are gathered for the organization as a whole, ratherthan at the individual level, we find that organization withmore satisfied employees tend ti be more effective thanorganizations with fewer satisfied employees. Although wemay not be able to claim that a happy worker is moreproductive, may be true that the organizations are moreproductive.

2.Satisfaction and Absenteeism

We find a consistent negative relationship betweensatisfaction and absenteeism, but the correlation ismoderate. It certainly makes sense that dissatisfiedemployees are more likely to miss work, other factors havean impact on the relationship and reduce the correlationcoefficient. Organizations that provide a liberal sick leavebenefits encourage all their employees including those whoare satisfied to be absent from work. One very goodillustration of how the satisfaction is directly triggerpresence, when the impact of others factor at least, is theresearch conducted at Sears, Roebuck. In addition, it isimportant to note that the policy does not permit Searsemployees absent from work for reasons that can be avoidedwith impunity.

For example, the occurrence of a freak April 2 snowstormin Chicago created the opportunity to compare employeeattendance at the Chicago office with attendance in NewYork, where the weather was quite nice. The findingsexactly as we expected if the satisfaction negativelycorrelated with attendance list.

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3.Satisfaction and Turnover

Satisfaction was also negatively correlated withturnover, but the relationship is stronger than what wefound for absenteeism. Other factors such as labor marketcondition. Expectations about alternative jobopportunities and long tenure in a particularorganization is an important obstacles for the actualdecision to leave one’s current job.

Evidence indicates that an important moderator of thesatisfaction-turnover relationship is the employee’slevel of performance. Therefore, we can expect that jobsatisfaction is more important in influencing the poorperformance of employees to survive than employees whoperform well.

2.3.4 How Employees can express Dissatisfaction

Over the past several years, high unemployment andlimited job mobility prospects have kept voluntary employeeturnover statistics relatively low. In more favorable jobmarkets, dissatisfied employees are likely to leaveundesirable work situations and move on to what theyperceive will be more satisfying work relationships. Intight labor markets, dissatisfied employees often find thatthey are unable to leave dissatisfying jobs. Employeedissatisfaction can be expressed in a number of ways. Forexample, rather than quit, the employees can complain, beinsubordinate, steal organizational property or shirk a partof their work responsibilities.

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Employee dissatisfaction can be expressed in number of ways.They defined as follows:

Exit: Behavior directed toward leaving theorganization, including looking for a new position aswell as resigning.

Voice: Actively and constructively attempting toimprove conditions, including suggesting improvements,discussing problems with superiors, and some forms ofunion activity.

Loyalty: Passively but optimistically waiting forconditions to improve, including speaking up for theorganization in the face of external criticism andtrusting the organization and its management to “do theright thing “.

Neglect: Passively allowing conditions to worsen,including chronic absenteeism or lateness, reducedeffort, and increased error rate.

Exit and neglect behaviors encompass our performancevariables-productivity, absenteeism, and turnover. But thismodel expands employee response to include voice andloyalty-constructive behaviors that allow individuals totolerate unpleasant situations or to revive satisfactoryworking conditions. It helps us to understand situations,such as those sometimes found among unionized workers, forwhom low job satisfaction is coupled with low turnover.Union members often express dissatisfaction through thegrievance procedure or through formal contract negations.These voice mechanisms allow union members to continue intheir jobs while convincing themselves that they are actingto improve the situation.

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2.3.5 Job satisfaction and OCB

It seems logical to assume that job satisfaction shouldbe a major determinate of an employee’s organizationalcitizenship behavior. Employees who are potentially greatersatisfied to speak positively about the organization,helping others and do their job performance beyond thenormal expectations in their jobs. Employees who aresatisfied may be more obedient to the call of duty becausethey want to repeat their positive experiences. Basically,job satisfaction comes from the concept of the result,treatment and procedures. If one does not feel like yoursupervisor, organizational procedures or wage policies arefair, his or her job satisfaction has the potential toweaken significantly.

Chapter 3: Conclusion & Reference

In this report I have tried to show what manager ought to doto remain the employee satisfied and consider their ownvalue system. Managers should be interested in theiremployees’ attitudes because attitudes give warnings of

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potential problems and because they influence behavior.Satisfied and committed employees, for instance, have lowerrates of turnover and absenteeism. Given that managers wantto keep resignations and absences down—especially amongtheir more productive employees they will want to do thosethings that will generate positive job attitudes.

If employees are required to engage in activities thatappear inconsistent to them or are at odds with theirattitudes, the pressures to reduce the resulting dissonanceare lessened when the employee perceives that the dissonanceis externally imposed and is beyond his/her control or ifthe rewards are significant enough to offset the dissonance

Reference

Organizational Behavior 13th edition

Writer: Stephen P.Robbins, Timothy A. Judge, SeemaSanghi

http://www.ftms.edu.my/pdf/Download/PostgraduateStudent/OB-lecture%202%20values,%20attitude%20and%20job%20satisfaction.pdf