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Chapter 6

Chapter 6. More Individual Differences. Values. Personal values – things that are meaningful in our lives and influence our behavior Schwartz’s Value Theory Values “represent broad goals that apply across contexts and time” Values are stable and influence behavior

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Chapter 6

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  1. Chapter 6 More Individual Differences

  2. Values • Personal values – things that are meaningful in our lives and influence our behavior • Schwartz’s Value Theory • Values “represent broad goals that apply across contexts and time” • Values are stable and influence behavior • Values often operate without our knowing it

  3. Value Conflicts • Intrapersonal • Within the individual • Interpersonal • Between individuals • Individual-Organization • Organization’s values (culture) vs. individual values • Impacts satisfaction, commitment, performance, career success, stress, & turnover

  4. Work-family Conflict • Life values – overall values about what is important in life • Family values – beliefs about the importance of family and roles in the family • Work values– beliefs about the importance of career success • Value Similarity – consensus between family members about family values • Value Congruence – value agreement between employee and organization

  5. Family Values Value Similarity Work Values Value Congruence Work/Family Conflict Value Attainment General Life Values Job and Life Satisfaction A Values Model of Work/Family Conflict 6-7

  6. Recent Trends in Work Family Conflict • Work interfering with family vs. family interfering with work • Norms about gender roles & housework are beginning to change • Culture is more important than any specific HR program • Good relationship with boss minimizes WFC • Flexible work hours minimizes WFC • Supportive spouses minimize WFC • WFC impacts satisfaction, commitment, & turnover

  7. Attitudes • The tendency to consistently respond positively or negatively to a specific stimulus • Values are general & attitudes are specific • Affective component • Feelings & emotions • Cognitive component • Thoughts & beliefs • Behavioral component • Behavioral intentions

  8. Attitude-Reality Inconsistencies • Creates cognitive dissonance • discomfort associated with attitude and behavior inconsistencies. • People are motivated to reduce cognitive dissonance by: • Changing the behavior or attitude • Belittle the importance of the behavior • Find consonant elements that outweigh negative ones

  9. How Attitudes Impact Behavior • Attitude toward the behavior - +/- evaluation of the behavior • Subjective norm – social pressure to engage in behavior • Perceived behavioral control – perceived ability to perform behavior succesfully

  10. Ajzen’s Theory of Planned Behavior Attitude toward the behavior Subjective norm Intention Behavior Perceived behavioral control 6-12

  11. Organizational Commitment • The extent to which an individual identifies with the organization and is committed to its goals. • Related to working harder and wanting to stay with the company • Three components: • Affective Commitment • Continuance Commitment • Normative Commitment

  12. Affective Commitment • Emotional attachment and identification with the org. • Personality (locus of control) • Past work experience • Value congruence • Enhanced by a positive, satisfying work evironment

  13. Continuance Commitment • Awareness of the costs associated with leaving the org. • Other job alternatives • Enhanced by the number and quality of benefits • Retirement vesting

  14. Normative Commitment • Feeling obligated to the organization • Influenced by socialization • Psychological Contract • Individual perception of terms of an implied reciprocal exchange between individual and org. • Enhanced by high levels of trust

  15. Job Involvement • The degree to which one is preoccupied with and engaged in their job • Caused largely by intrinsic motivation • Related to satisfaction, commitment, turnover, and performance

  16. Job Satisfaction • How much someone likes their job. • Caused by: • Need fulfillment • Discrepancies • Value Attainment • Equity • Disposition

  17. Consequences of Job Satisfaction • Motivation • Job Involvement • Organizational Citizenship Behavior (OCB) • Voluntary • Helps Org. performance • Absenteeism • Withdrawal Cognitions

  18. Consequences of Job Satisfaction (continued) • Turnover • Separation costs • Replacement costs • Stress • Job Performance

  19. Counterproductive Work Behaviors (CWB) • Abuse from supervisors results in • Fewer OCBs • Retaliation (sabotage) • Violence • Causes of CWB: • Certain personality traits • Job conditions • Amount of autonomy & power • Cognitive ability

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