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ORGANIZATIONAL BEHAVIOR                                      S T E P H E N P. R O B B I N S                               ...
O B J E C T I V E S   AFTER STUDYING THIS CHAPTER,                      YOU SHOULD BE ABLE TO:                        1. C...
O B J E C T I V E S (cont’d)   AFTER STUDYING THIS CHAPTER,                               YOU SHOULD BE ABLE TO:          ...
ValuesValues© 2003 Prentice Hall Inc.All rights reserved.        3–4
Types of Values –- Rokeach Value SurveyTypes of Values –- Rokeach Value Survey© 2003 Prentice Hall Inc.All rights reserved...
Values in                            Values in                               the                                the       ...
Values in                            Values in                                the                                 the     ...
Mean Value Rankings of                              Mean Value Rankings of                            Executives, Union Me...
Dominant Work Values in Today’s WorkforceDominant Work Values in Today’s Workforce© 2003 Prentice Hall Inc.          EXHIB...
Values, Loyalty, and Ethical BehaviorValues, Loyalty, and Ethical Behavior                     Ethical Values and         ...
Hofstede’s Framework for Assessing CulturesHofstede’s Framework for Assessing Cultures© 2003 Prentice Hall Inc.All rights ...
Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)© 2003 Prentice Hall Inc.All rights reserved.            3–12
Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)© 2003 Prentice Hall Inc.All rights reserved.            3–13
Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)© 2003 Prentice Hall Inc.All rights reserved.            3–14
Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)© 2003 Prentice Hall Inc.All rights reserved.            3–15
The GLOBE The GLOBE Framework  Framework                  ••Assertiveness                                Assertiveness    ...
AttitudesAttitudes© 2003 Prentice Hall Inc.All rights reserved.        3–17
Types of AttitudesTypes of Attitudes© 2003 Prentice Hall Inc.All rights reserved.        3–18
The Theory of Cognitive DissonanceThe Theory of Cognitive Dissonance              Desire to reduce dissonance             ...
Measuring the A-B RelationshipMeasuring the A-B Relationship Recent research indicates that the attitudes (A)  significan...
Self-Perception TheorySelf-Perception Theory© 2003 Prentice Hall Inc.All rights reserved.        3–21
An Application: Attitude SurveysAn Application: Attitude Surveys© 2003 Prentice Hall Inc.All rights reserved.             ...
Sample Attitude SurveySample Attitude Survey                            EXHIBIT    3-5© 2003 Prentice Hall Inc.All rights ...
Job SatisfactionJob Satisfaction Measuring Job Satisfaction   – Single global rating   – Summation score How Satisfied A...
The Effect of Job Satisfaction on EmployeeThe Effect of Job Satisfaction on EmployeePerformancePerformance Satisfaction a...
Responses to Job DissatisfactionResponses to Job Dissatisfaction© 2003 Prentice Hall Inc.          EXHIBIT    3-6All right...
How Employees Can Express DissatisfactionHow Employees Can Express Dissatisfaction© 2003 Prentice Hall Inc.All rights rese...
Job Satisfaction and OCBJob Satisfaction and OCB Satisfaction and Organizational Citizenship Behavior  (OCB)   – Satisfie...
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Ch03

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  1. 1. ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S WWW.PRENHALL.COM/ROBBINS T E N T H E D I T I O N© 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook
  2. 2. O B J E C T I V E S AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO: 1. Contrast terminal and instrumental values. 2. List the dominant values in today’s workforce. 3. Identify the five value dimensions of national culture.L E A R N I N G 4. Contrast the three components of an attitude. 5. Summarize the relationship between attitudes and behavior. 6. Identify the role consistency plays in attitudes. © 2003 Prentice Hall Inc. All rights reserved. 3–2
  3. 3. O B J E C T I V E S (cont’d) AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO: 7. State the relationship between job satisfaction and behavior. 8. Identify four employee responses to dissatisfaction.L E A R N I N G © 2003 Prentice Hall Inc. All rights reserved. 3–3
  4. 4. ValuesValues© 2003 Prentice Hall Inc.All rights reserved. 3–4
  5. 5. Types of Values –- Rokeach Value SurveyTypes of Values –- Rokeach Value Survey© 2003 Prentice Hall Inc.All rights reserved. 3–5
  6. 6. Values in Values in the the Rokeach Rokeach Survey Survey© 2003 Prentice Hall Inc. EXHIBIT 3-1aAll rights reserved. 3–6
  7. 7. Values in Values in the the Rokeach Rokeach Survey Survey (cont’d) (cont’d)© 2003 Prentice Hall Inc. EXHIBIT 3-1bAll rights reserved. 3–7
  8. 8. Mean Value Rankings of Mean Value Rankings of Executives, Union Members, Executives, Union Members, and Activists and Activists© 2003 Prentice Hall Inc. EXHIBIT 3-2All rights reserved. 3–8
  9. 9. Dominant Work Values in Today’s WorkforceDominant Work Values in Today’s Workforce© 2003 Prentice Hall Inc. EXHIBIT 3-3All rights reserved. 3–9
  10. 10. Values, Loyalty, and Ethical BehaviorValues, Loyalty, and Ethical Behavior Ethical Values and Behaviors of Leaders Ethical Climate in Ethical Climate in the Organization the Organization© 2003 Prentice Hall Inc.All rights reserved. 3–10
  11. 11. Hofstede’s Framework for Assessing CulturesHofstede’s Framework for Assessing Cultures© 2003 Prentice Hall Inc.All rights reserved. 3–11
  12. 12. Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)© 2003 Prentice Hall Inc.All rights reserved. 3–12
  13. 13. Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)© 2003 Prentice Hall Inc.All rights reserved. 3–13
  14. 14. Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)© 2003 Prentice Hall Inc.All rights reserved. 3–14
  15. 15. Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)© 2003 Prentice Hall Inc.All rights reserved. 3–15
  16. 16. The GLOBE The GLOBE Framework Framework ••Assertiveness Assertiveness for for ••Future Orientation Future Orientation Assessing Assessing ••Gender differentiation Gender differentiation Cultures Cultures ••Uncertainty avoidance Uncertainty avoidance ••Power distance Power distance ••Individual/collectivism Individual/collectivism ••In-group collectivism In-group collectivism ••Power orientation Power orientation ••Humane orientation Humane orientation© H2003 Prentice Hall Inc.EX IBIT 3-4All rights reserved. 3–16
  17. 17. AttitudesAttitudes© 2003 Prentice Hall Inc.All rights reserved. 3–17
  18. 18. Types of AttitudesTypes of Attitudes© 2003 Prentice Hall Inc.All rights reserved. 3–18
  19. 19. The Theory of Cognitive DissonanceThe Theory of Cognitive Dissonance Desire to reduce dissonance Desire to reduce dissonance • •Importance of elements creating dissonance Importance of elements creating dissonance • •Degree of individual influence over elements Degree of individual influence over elements • •Rewards involved in dissonance Rewards involved in dissonance© 2003 Prentice Hall Inc.All rights reserved. 3–19
  20. 20. Measuring the A-B RelationshipMeasuring the A-B Relationship Recent research indicates that the attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account. Moderating Variables Moderating Variables • •Importance of the attitude Importance of the attitude • •Specificity of the attitude Specificity of the attitude • •Accessibility of the attitude Accessibility of the attitude • •Social pressures on the individual Social pressures on the individual • •Direct experience with the attitude Direct experience with the attitude© 2003 Prentice Hall Inc.All rights reserved. 3–20
  21. 21. Self-Perception TheorySelf-Perception Theory© 2003 Prentice Hall Inc.All rights reserved. 3–21
  22. 22. An Application: Attitude SurveysAn Application: Attitude Surveys© 2003 Prentice Hall Inc.All rights reserved. 3–22
  23. 23. Sample Attitude SurveySample Attitude Survey EXHIBIT 3-5© 2003 Prentice Hall Inc.All rights reserved. 3–23
  24. 24. Job SatisfactionJob 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© 2003 Prentice Hall Inc.All rights reserved. 3–24
  25. 25. The Effect of Job Satisfaction on EmployeeThe Effect of Job Satisfaction on EmployeePerformancePerformance 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.© 2003 Prentice Hall Inc.All rights reserved. 3–25
  26. 26. Responses to Job DissatisfactionResponses to Job Dissatisfaction© 2003 Prentice Hall Inc. EXHIBIT 3-6All rights reserved. 3–26
  27. 27. How Employees Can Express DissatisfactionHow Employees Can Express Dissatisfaction© 2003 Prentice Hall Inc.All rights reserved. 3–27
  28. 28. Job Satisfaction and OCBJob 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.© 2003 Prentice Hall Inc.All rights reserved. 3–28
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