Chapter 3 Values, Attitudes, Moods, and Emotions

1. Chapter 3Values, Attitudes, Moods, and Emotions • The Nature of Values • One’s personal convictions about what one should strive for in life and how one should behave

2. Types of Values Work Values Ethical Values Intrinsic Work Values Extrinsic Work Values Justice Values Utilitarian Values Moral Rights Values Figure 3.1 Values in the Workplace

3. Table 3.1 A Comparison of Intrinsic and Extrinsic Work Values Intrinsic Values • Interesting work • Challenging work • Learning new things • Making important contributions • Responsibility and autonomy • Being creative Extrinsic Values • High pay • Job security • Job benefits • Status in wider community • Social contacts • Time with family • Time for hobbies

4. Outcome Expectations and Work • Comfortable existence • Family security • Sense of accomplishment • Self-respect • Social recognition • Exciting Life

5. Ethical Values • One’s personal convictions about what is right and wrong Utilitarian Moral Rights Justice

6. Code of Ethics • Set of formal rules and standards, based on ethical values and beliefs about what is right and wrong, that employees can use to make appropriate decisions when the interests of other individuals or groups are at stake • Whistleblowers

7. Work Attitudes • Collections of feelings, beliefs, and thoughts about how to behave that people currently hold about their jobs and organizations Job Satisfaction Organizational Commitment

8. Figure 3.2 Components of Work Attitudes Affective Component Cognitive Component Work Attitudes Behavioral Component

9. Work Moods • How people feel at the time they actually perform their jobs. • More transitory than values and attitudes. • Determining factors: • Personality • Work situation • Circumstances outside of work

10. Positive Excited Enthusiastic Active Strong Peppy Elated Negative Distressed Fearful Scornful Hostile Jittery Nervous Work Moods

11. Emotions • Intense, short-lived feelings that are linked to specific cause or antecedent • Emotions can feed into moods • Emotional labor

12. Emotional Labor Display Rules Feeling Rules Expression Rules

13. Figure 3.3 Relationships Between Values, Attitudes, Moods, and Emotions Values (most stable) Attitudes (moderately stable) Moods and Emotions (most changing)

14. Personality Work Situation Job Satisfaction Values Social Influence Figure 3.4 Determinants of Job Satisfaction

15. Determinants of Job Satisfaction_1 • Personality • Extroverts tend to have higher levels of job satisfaction than introverts • Values • Those with strong intrinsic work values is more likely than one with weak intrinsic work values to be satisfied with a job that is meaningful but requires long hours and offer poor pay

16. Determinants of Job Satisfaction_2 • Work Situation • tasks a person performs • people a jobholder interacts with • surroundings in which a person works • the way the organization treats the jobholder

17. Determinants of Job Satisfaction_3 • Social Influence: influence that individuals or groups have on a person’s attitudes and behavior • Coworkers • Family • Other reference groups (unions, religious groups, friends) • Culture

18. Theories of Job Satisfaction • The Facet Model • Herzberg’s Motivator-Hygiene Theory • The Discrepancy Model • The Steady-State Theory

19. The Facet Model • Satisfaction with job facets • Overall job satisfaction =  Satisfaction of each facet

20. Ability utilization Achievement Activity Advancement Authority Company policies and practices Compensation Co-workers Creativity Independence Moral values Recognition Responsibility Security Social service Social status Human relations supervision Technical supervision Variety Working conditions Table 3.2 Job Facets

21. Herzberg’s Motivator-Hygiene Theory of Job Satisfaction • Focuses on the effects of certain types of job facets • Everyone has two sets of needs or requirements Motivator Needs Hygiene Needs

22. Herzberg’s Motivator-Hygiene Theory • When motivator needs are met, workers will be satisfied; when these needs are not met, workers will not be satisfied. • When hygiene needs are met, workers will not be dissatisfied; when these needs are not met, workers will be dissatisfied.

23. Figure 3.5 Two Views of Job Satisfaction

24. The Discrepancy Model of Job Satisfaction • To determine how satisfied they are with their jobs, workers compare their job to some “ideal job.” This “ideal job” could be • What one thinks the job should be like • What one expected the job to be like • What one wants from a job • What one’s former job was like • Can be used in combination with the Facet Model.

25. Determining Satisfaction with the Discrepancy and Facet Models • A) How much (enter job facet) do you currently have at your job? • B) How much (enter job facet) do you think your job should have? • The difference between A and B indicates the level of satisfaction with that facet • The differences are summed for an overall satisfaction score

26. The Steady-State Theory of Job Satisfaction • Each worker has a typical or characteristic level of job satisfaction, called the steady state or equilibrium level. • Different situational factors or events at work may move a worker temporarily from this steady state, but the worker will eventually return to his or her equilibrium level.

27. Figure 3.6 Job Satisfaction as a Steady State

28. Consequences of Job (Dis)Satisfaction Performance Absenteeism Turnover

29. Motivation to attend work is affected by Job satisfaction Organization’s absence policy Other factors Ability to attend work is affected by Illness and accidents Transportation problems Family responsibilities Table 3.3 Determinants of Absence from Work

30. Figure 3.8 Mobley’s Model of the Turnover Process

31. Consequences of Job Satisfaction Organizational Citizenship Behavior (OCB) Employee Well-Being

32. Organizational Commitment • Feelings and beliefs about the employing organization as a whole • Affective commitment • Continuance commitment • Affective commitment is more positive for organizations than continuance commitment