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ORGANIZATIONAL BEHAVIOR

ORGANIZATIONAL BEHAVIOR. W W W . P R E N H A L L . C O M / R O B B I N S. Values. Types of Values. Values. Tend to be relatively stable and enduring A significant portion is genetically determined You also learn from your culture, parents, teachers, friends, family, environment.

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ORGANIZATIONAL BEHAVIOR

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  1. ORGANIZATIONAL BEHAVIOR W W W . P R E N H A L L . C O M / R O B B I N S

  2. Values

  3. Types of Values

  4. Values • Tend to be relatively stable and enduring • A significant portion is genetically determined • You also learn from your culture, parents, teachers, friends, family, environment

  5. Framework for Assessing Culture • Power – Distance • Individualism-Collectivism • Uncertainty Avoidance • Long term/Short term orientation *** HOFSTEDE is a name frequently associated with this area of research.

  6. Attitudes

  7. Types of Attitudes • Job Satisfaction Refers to an individual’s general attitude toward his or her job. • Job Involvement Measures the degree to which a person identifies psychologically with his or her job and considers his or her perceived performance level important to self-worth. • Organizational Commitment The degree to which an employee identifieswith a particular organization and its goals, and wishes to maintain membership in the organization.

  8. The Theory of Cognitive Dissonance • Desire to reduce dissonance • Importance of elements creating dissonance • Degree of individual influence over elements • Rewards involved in dissonance

  9. Measuring the A-B Relationship • Recent research indicates that the attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account. • Ex) Moderating Variables • Importance of the attitude • Specificity of the attitude • Accessibility of the attitude • Social pressures on the individual • Direct experience with the attitude

  10. 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

  11. 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 cultivate high performers and to weed out lower performers.

  12. Responses to Job Dissatisfaction 3-6 E X H I B I T

  13. Summary and Implications for Managers • 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. • Managers should also be aware that employees will try to reduce cognitive dissonance. Managers can manage cognitive dissonance….

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