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O r g a n i z a t i o n a l b e h a v i o r

. Chapter 3. Values, Attitudes, and Job Satisfaction.

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O r g a n i z a t i o n a l b e h a v i o r

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    2. Chapter 3 Values, Attitudes, and Job Satisfaction

    3. © 2005 Prentice Hall Inc. All rights reserved. 3–2 After studying this chapter, you should be able to: Contrast terminal and instrumental values. List the dominant values in today’s workforce. Identify the five value dimensions of national culture. Contrast the three components of an attitude. Summarize the relationship between attitudes and behavior. Identify the role consistency plays in attitudes.

    4. © 2005 Prentice Hall Inc. All rights reserved. 3–3 After studying this chapter, you should be able to: State the relationship between job satisfaction and behavior. Identify four employee responses to dissatisfaction.

    5. © 2005 Prentice Hall Inc. All rights reserved. 3–4 Values

    6. © 2005 Prentice Hall Inc. All rights reserved. 3–5 Importance 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.

    7. © 2005 Prentice Hall Inc. All rights reserved. 3–6 Types of Values –- Rokeach Value Survey

    8. © 2005 Prentice Hall Inc. All rights reserved. 3–7 Values in the Rokeach Survey

    9. © 2005 Prentice Hall Inc. All rights reserved. 3–8 Values in the Rokeach Survey (cont’d)

    10. © 2005 Prentice Hall Inc. All rights reserved. 3–9 Mean Value Rankings of Executives, Union Members, and Activists

    11. © 2005 Prentice Hall Inc. All rights reserved. 3–10 Dominant Work Values in Today’s Workforce

    12. © 2005 Prentice Hall Inc. All rights reserved. 3–11 Values, Loyalty, and Ethical Behavior

    13. © 2005 Prentice Hall Inc. All rights reserved. 3–12 Hofstede’s Framework for Assessing Cultures

    14. © 2005 Prentice Hall Inc. All rights reserved. 3–13 Hofstede’s Framework (cont’d)

    15. © 2005 Prentice Hall Inc. All rights reserved. 3–14 Hofstede’s Framework (cont’d)

    16. © 2005 Prentice Hall Inc. All rights reserved. 3–15 Hofstede’s Framework (cont’d)

    17. © 2005 Prentice Hall Inc. All rights reserved. 3–16 Hofstede’s Framework (cont’d)

    18. © 2005 Prentice Hall Inc. All rights reserved. 3–17 The GLOBE Framework for Assessing Cultures

    19. © 2005 Prentice Hall Inc. All rights reserved. 3–18 Attitudes

    20. © 2005 Prentice Hall Inc. All rights reserved. 3–19 Types of Attitudes

    21. © 2005 Prentice Hall Inc. All rights reserved. 3–20 The Theory of Cognitive Dissonance

    22. © 2005 Prentice Hall Inc. All rights reserved. 3–21 Measuring the A-B Relationship Recent research indicates that attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account.

    23. © 2005 Prentice Hall Inc. All rights reserved. 3–22 Self-Perception Theory

    24. © 2005 Prentice Hall Inc. All rights reserved. 3–23 An Application: Attitude Surveys

    25. © 2005 Prentice Hall Inc. All rights reserved. 3–24 Sample Attitude Survey

    26. © 2005 Prentice Hall Inc. All rights reserved. 3–25 Attitudes 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.

    27. © 2005 Prentice Hall Inc. All rights reserved. 3–26 Job Satisfaction Measuring Job Satisfaction Single global rating Summation score How Satisfied Are People in Their Jobs? Job satisfaction declined to 50.4% in 2002 Decline attributed to: Pressures to increase productivity and meet tighter deadlines Less control over work

    28. © 2005 Prentice Hall Inc. All rights reserved. 3–27 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.

    29. © 2005 Prentice Hall Inc. All rights reserved. 3–28 How Employees Can Express Dissatisfaction

    30. © 2005 Prentice Hall Inc. All rights reserved. 3–29 Responses to Job Dissatisfaction

    31. © 2005 Prentice Hall Inc. All rights reserved. 3–30 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.

    32. © 2005 Prentice Hall Inc. All rights reserved. 3–31 Job Satisfaction and Customer Satisfaction 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.

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