Upload
mason-richards
View
217
Download
0
Tags:
Embed Size (px)
Citation preview
© 2005 Prentice Hall Inc. All rights reserved. 3–1
Chapter 3
Values, Attitudes and Job Satisfaction , and its effects at workplace
© 2005 Prentice Hall Inc. All rights reserved. 3–2
Values, Attitudes, and Their Effects in the Workplace
Values, Attitudes, and Their Effects in the Workplace
What are values? Identify Hofstede’s five value dimensions of national
culture. Contrast terminal and instrumental values. Why are differences in values important? What are attitudes and how are they formed? Contrast the three components of an attitude. What is job satisfaction? Summarize the relationship between attitudes and
behavior
Questions for Consideration
© 2005 Prentice Hall Inc. All rights reserved. 3–3
ValuesValues
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 individual’s values in terms of their intensity.
© 2005 Prentice Hall Inc. All rights reserved. 3–4
ValuesValues
Values
– Basic convictions about what is important to the individual
– They contain a judgmental element of what is
right, good, or desirable.
© 2005 Prentice Hall Inc. All rights reserved. 3–5
Values vs. EthicsValues vs. Ethics
Ethics
– The science of morals in human conduct
– Moral principles; rules of conduct
Ethical Values are related to moral judgments about right and wrong
© 2005 Prentice Hall Inc. All rights reserved. 3–6
Types of Values –- Rokeach Value SurveyTypes of Values –- Rokeach Value 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 one’s terminal values.
© 2005 Prentice Hall Inc. All rights reserved. 3–7
ValuesValues
– Types of values
• Terminal: Goals that individuals would like to achieve during their lifetime
• Instrumental: Preferable ways of behaving
– Importance of values
• Values generally influence attitudes and behavior.
© 2005 Prentice Hall Inc. All rights reserved. 3–8
Importance of ValuesImportance 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.
A Framework for Assessing Cultural ValuesA Framework for Assessing Cultural Values
Hofstede’s Dimensions
– Power Distance– Individualism Versus Collectivism– Quantity of Life Versus Quality of Life– Uncertainty Avoidance– Long-term versus Short-term Orientation
© 2005 Prentice Hall Inc. All rights reserved. 3–10
Hofstede’s Framework for Assessing CulturesHofstede’s Framework for Assessing 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
© 2005 Prentice Hall Inc. All rights reserved. 3–11
Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)
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.
Individualism
The degree to which people prefer to act as individuals rather than a member of groups.
© 2005 Prentice Hall Inc. All rights reserved. 3–12
Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)
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.
© 2005 Prentice Hall Inc. All rights reserved. 3–13
Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)
Uncertainty Avoidance
The extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them.
© 2005 Prentice Hall Inc. All rights reserved. 3–14
Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)
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.
Examples of National Cultural Values Examples of National Cultural Values
East and Southeast Asian ValuesEast and Southeast Asian Values
North America
– Networked relations: based on self-interest
– Relationships viewed with immediate gains
– Enforcement relies on institutional law
– Governed by guilt (internal pressures on performance)
East and Southeast Asia
Relations based on reciprocation– Relationships meant to be
long-term and enduring– Enforcement relies on
personal power and authority
– Governed by shame (external pressures on performance)
AttitudesAttitudes
Positive or negative feelings concerning objects, people, or events.
Less stable than values
© 2005 Prentice Hall Inc. All rights reserved. 3–18
AttitudesAttitudes
Attitudes
Evaluative statements or judgments concerning objects, people, or events.
Affective ComponentThe emotional or feeling segment of an attitude.
Cognitive componentThe opinion or belief segment of an attitude.
Behavioral ComponentAn intention to behave in a certain way toward someone or something.
© 2005 Prentice Hall Inc. All rights reserved. 3–19
55
© 2005 Prentice Hall Inc. All rights reserved. 3–20
Advice to ManagersAdvice to Managers Do not assume that most workers have strong
intrinsic work values just because you do.
Realize that any attempt you make to improve attitudes, motivation, or performance will be most effective when the change you implement is consistent with workers’ values.
Make the work environment pleasant and attractive to help promote positive moods.
88
Job Satisfaction and Employee PerformanceJob Satisfaction and Employee Performance
Satisfaction Affects– Individual Productivity
– Organizational Productivity
– Absenteeism
– Turnover
– Organizational Citizenship Behaviour
© 2005 Prentice Hall Inc. All rights reserved. 3–22
The Effect of Job Satisfaction on Employee Performance
The Effect of Job Satisfaction on Employee Performance
Satisfaction and Productivity– Satisfied workers aren’t 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 to weed out lower performers.
© 2007 Prentice Hall Inc. All rights reserved.
Job Satisfaction and OCBJob Satisfaction and OCB
Satisfaction and OCBs– 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.
Expressing DissatisfactionExpressing Dissatisfaction
Exit
Voice
Loyalty
Neglect
© 2005 Prentice Hall Inc. All rights reserved. 3–25
How Employees Can Express DissatisfactionHow Employees Can Express Dissatisfaction
Exit
Behavior directed toward leaving the organization.
Voice
Active and constructive attempts to improve conditions.
Neglect
Allowing conditions to worsen.
Loyalty
Passively waiting for conditions to improve.
© 2005 Prentice Hall Inc. All rights reserved. 3–26
Potential Consequencesof Job Satisfaction
Potential Consequencesof Job Satisfaction
PerformancePerformance: Satisfied workers are only slightly more likely to perform at a higher level than dissatisfied workers.– Satisfaction is most likely to affect work behaviors
when workers are free to vary their behaviors and when a worker’s attitude is relevant to the behavior in question.
– AbsenteeismAbsenteeism: Satisfied workers are only slightly less likely
to be absent than dissatisfied workers.
TurnoverTurnover: Satisfied workers are less likely to leave the organization than dissatisfied workers.
1919
© 2005 Prentice Hall Inc. All rights reserved. 3–27
Potential Consequencesof Job Satisfaction
Potential Consequencesof Job Satisfaction
Organizational citizenship behaviorOrganizational citizenship behavior (OCB): Satisfied workers are more likely to engage in this behavior than dissatisfied workers.– OCB: Behavior that is above and beyond the call of
duty but is nonetheless necessary for organizational survival and effectiveness
• Helping coworkers, spreading goodwill Worker well-beingWorker well-being: Satisfied workers are more likely to have
strong well-being than dissatisfied workers.– Worker well-being: How happy, healthy, and
prosperous workers are
2222
© 2005 Prentice Hall Inc. All rights reserved. 3–28
Determinants of Absence from Work(Table 3.3)
Determinants of Absence from Work(Table 3.3)
Motivationto Attend Workis Affected by
Job satisfaction Organization’s absence
policy Other factors
Abilityto Attend Workis Affected by
Illness and accidents Transportation problems Family responsibilities
2020
© 2005 Prentice Hall Inc. All rights reserved. 3–29
Advice to ManagersAdvice to Managers
Realize that some workers are going to be more satisfied than others with the same job simply because they have different personalities and work values. Also realize that you can take steps to increase levels of job satisfaction because it is determined not only by personality but also by the work situation.
Try to place newcomers in work groups whose members are satisfied with their jobs.
Ask workers what facets of their jobs are important to them, and do what you can to ensure that they are satisfied with these facets.
Because job satisfaction has the potential to impact workers’ behaviors in organizations and their well-being, use existing measurement scales to periodically survey your subordinates’ levels of job satisfaction. When levels of job satisfaction are low, follow the advice in the preceding step.
Recognize that workers’ evaluations of job facets, not what you think about them, determine how satisfied workers are and that changing some facets may have longer-lasting effects on job satisfaction than changing others.
1818
© 2005 Prentice Hall Inc. All rights reserved. 3–30
Advice to ManagersAdvice to Managers Do not assume that poor performers are dissatisfied with their jobs or that
good performers are satisfied with their jobs.
Do not assume that workers who are absent are dissatisfied or that they were not motivated to come to work. Absence is also a function of ability to attend.
Manage absenteeism. Don’t try to eliminate it, and keep in mind that a certain level of absence is often functional for workers and organizations.
Realize that turnover has both costs and benefits for an organization and that you need to evaluate both. In particular, before becoming concerned about worker turnover, examine the performance levels of those who quit.
If workers do only what they are told and rarely, if ever, exhibit organizational citizenship behavior, measure their levels of job satisfaction, identify the job facets they are dissatisfied with, and make changes where possible.
Even if job satisfaction does not seem to have an effect on important behaviors in your organization, keep in mind that it is an important factor in worker well-being.
2323
© 2005 Prentice Hall Inc. All rights reserved. 3–31
The Theory of Cognitive DissonanceThe Theory of Cognitive Dissonance
Desire to reduce dissonance
• Importance of elements creating dissonance
• Degree of individual influence over elements
• Rewards involved in dissonance
Desire to reduce dissonance
• Importance of elements creating dissonance
• Degree of individual influence over elements
• Rewards involved in dissonance
Cognitive Dissonance
Any incompatibility between two or more attitudes or between behavior and attitudes.
© 2007 Prentice Hall Inc. All rights reserved.
Measuring the A-B RelationshipMeasuring the A-B Relationship
Recent research indicates that attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account.
Moderating Variables
• Importance of the attitude
• Specificity of the attitude
• Accessibility of the attitude
• Social pressures on the individual
• Direct experience with the attitude
Moderating Variables
• Importance of the attitude
• Specificity of the attitude
• Accessibility of the attitude
• Social pressures on the individual
• Direct experience with the attitude
A B
© 2007 Prentice Hall Inc. All rights reserved.
Self-Perception TheorySelf-Perception Theory
Attitudes are used after the fact to make sense out of an action that has already occurred.
B A !And,
© 2007 Prentice Hall Inc. All rights reserved.
An Application: Attitude SurveysAn Application: Attitude Surveys
Attitude Surveys
Eliciting responses from employees through questionnaires about how they feel about their jobs, work groups, supervisors, and the organization.
© 2007 Prentice Hall Inc. All rights reserved.
Attitudes and Workforce DiversityAttitudes and Workforce 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.
© 2005 Prentice Hall Inc. All rights reserved. 3–36
Attitudes and Workforce DiversityAttitudes and Workforce 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.
© 2007 Prentice Hall Inc. All rights reserved.
Job SatisfactionJob Satisfaction
Measuring Job Satisfaction– Single global rating– Summation score
How Satisfied Are People in Their Jobs?– In general, people are satisfied with their jobs. – Depends on facets of satisfaction—tend to be
less satisfied with pay and promotion opportunities.
© 2007 Prentice Hall Inc. All rights reserved.
Causes of Job SatisfactionCauses of Job Satisfaction
Pay only influences Job Satisfaction to a point– After about $40,000 a year, there is no
relationship between amount of pay and job satisfaction.
Personality can influence job satisfaction– Negative people are usually not satisfied with
their jobs
© 2005 Prentice Hall Inc. All rights reserved. 3–39
Job SatisfactionJob Satisfaction
Measuring Job Satisfaction– Single global rating– Summation score
How Satisfied Are People in Their Jobs?– If job satisfaction declines
Decline can be attributed to:• Pressures to increase productivity and meet tighter
deadlines• Less control over work
© 2007 Prentice Hall Inc. All rights reserved.
Job Satisfaction and Customer SatisfactionJob Satisfaction and Customer Satisfaction
Satisfaction and Customer Satisfaction– Satisfied workers provide better customer
service 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. 3–41
Summary and ImplicationsSummary and Implications
Values strongly influence a person’s attitudes.
An employee’s performance and satisfaction are likely to be higher if his or her values fit well with the organization.
Managers should be interested in their employees’ attitudes because attitudes give warning signs of potential problems and because they influence behavior.