LEC.-4ORGANIZATIONAL BEHAVIOR

Learning,Values,

Attitudes, and Job

Satisfaction

AFTER STUDYING CHAPTER THREE AND LISTENING TO MY LECTUER, YOU SHOULD BE ABLE TO:

1. Learning Theories.

2. Contrast terminal and instrumental values.

3. List the dominant values in today’s workforce.

4. Identify the five value dimensions of national culture.

5. Contrast the three components of an attitude.

6. Summarize the relationship between attitudes and behavior.

7. Identify the role consistency plays in attitudes.

AFTER STUDYING CHAPTER THREE AND LISTENING TO MY LECTUER, YOU SHOULD BE ABLE TO:

7. State the relationship between job satisfaction and behavior.

8. Identify four employee responses to dissatisfaction.

learning

A relatively permanent change in behavior that occur as a result of

a persons interaction with the environment.

Learning explicit and tacit knowledge

Tacit Knowledge:

Knowledge embedded in our actions and ways of thinking and transmitted only through observation and

experience.

Explicit Knowledge:

Knowledge is organized and can be communicated from one person to another.

There are four main ways of learning explicit and tacit:

Reinforcement. Feedback. Social Learning. Direct Experience.

Learning theories

Cognitive Learning:Cognitive Learning:Learning through problem solving involving conscious though.Learning through problem solving involving conscious though.

Behavioral Learning:Behavioral Learning:A approach to learning which only takes observable events into A approach to learning which only takes observable events into account.account.

Classical conditioning:Classical conditioning:Learning through association of a neutral stimulus with a conditioned Learning through association of a neutral stimulus with a conditioned stimulus.stimulus.

Operant conditioning:Operant conditioning:Learning which occur when certain behavior increases in frequency Learning which occur when certain behavior increases in frequency due to its reinforcing consequence.due to its reinforcing consequence.

A consequences of behavior that Increases the likelihood of that behavior

Re-occurring.

Positive Reinforcement:

A consequences of behavior that consist of gaining

A reward.

Negative Reinforcement:

Behavior that is rewarded by removing an aversive situation.

Punish:

The pairing of aversive stimulusWith an undesirable act.

Reinforcement:

Extinction:Occur when target behavior

decreases because no consequences follow it.

Values

Importance of Values in OB

Values are important to the study of organizational behavior because they lay the foundations for the understanding of attitudes and motivation and because they influence our perceptions.

Example: Suppose you enter an organization with the view that allocating pay on the basis of performance is right, while allocating pay on the basis of seniority is wrong. How are you going to react if you find that the organization you have just joined rewards seniority and not performance? You are likely to be disappointed and that leads to job dissatisfaction. Would your attitude be different if your values aligned with the organization’s pay policies? Most likely.

Types of Values – Rokeach Value Survey

Values in the

Rokeach Survey

Values in the

Rokeach Survey(cont’d)

Mean Value Rankings of

Executives, Union Members, and

Activists

Dominant Work Values in Today’s Workforce

Values, Loyalty, and Ethical Behavior

Ethical Climate inEthical Climate inthe Organizationthe Organization

Ethical Climate inEthical Climate inthe Organizationthe Organization

Ethical Values and Ethical Values and Behaviors of Behaviors of

LeadersLeaders

Hofstede’s Framework for Assessing Cultures

PowerDistance

Collectivisms Individualism

QualityOf life

QuantityOf life

Uncertaintyavoidance

Long-termorientation

Short-termoriented

The GLOBE

Framework

for Assessing Cultures

• Assertiveness

• Future Orientation

• Gender differentiation

• Uncertainty avoidance

• Power distance

• Individual/collectivism

• In-group collectivism

• Power orientation

• Humane orientation

• Assertiveness

• Future Orientation

• Gender differentiation

• Uncertainty avoidance

• Power distance

• Individual/collectivism

• In-group collectivism

• Power orientation

• Humane orientation

Attitudes

Types of Attitudes

Job Satisfaction

Job Involvement

OrganizationalCommitment

The 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

Measuring the A-B Relationship

Recent research indicates that the attitudes (A) significantly predict behaviors (B) when moderating

variables are taken into account.

Self-Perception Theory

An Application: Attitude Surveys

Job Satisfaction Measuring Job Satisfaction

Single global rating Summation score

How Satisfied Are People in Their Jobs? Job satisfaction declined to 50.7% in 2000 Decline attributed to:

Pressures to increase productivity Less control over work

The Effect of Job Satisfaction on Employee Performance

Satisfaction and Productivity

Satisfaction and Turnover

Satisfaction and Absenteeism

Responses to Job Dissatisfaction

How Employees Can Express Dissatisfaction

Job Satisfaction and 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.

Organizational Values and Work Values

What are organizational Values?

What are work values?

Organizational Values

Power Elitism (superiority) Rewards Effectiveness Efficiency Fairness Teamwork Law and Order Defense Competitiveness Opportunism

Work Values Commitment Self-Motivation Integrity Hard Work Trust Achievement Contentment Career progress