Aravind Krishna - christ university , Values, Attitudes and Job Satisfaction.ppt

ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O N
W W W . P R E N H A L L . C O M / R O B B I N S
© 2005 Prentice Hall Inc.
All rights reserved.
PowerPoint Presentation
by Charlie Cook
Chapter 4
Values, Attitudes, and
Job Satisfaction

Highlights of Previous Lecture No. 3 Part II
• The Link Between Perceptions and Individual Decision Making
• Rationale Decision Making Model
• Steps in Rationale Decision-Making Model
• Three Components of Creativity (Expertise, Skills, Motivation)
• How are Decisions Actually Made in Organization (Bounded
Rationality, How/why problems Identified, Alternative
development)
• Common Biases and Errors (overconfidence, Anchoring,
Confirmation, Availability, Representative Biases)
• Intuition, Decision-Style Model, Organizational Constraints
DM, Cultural Differences, Ethical Decision Making.
© 2005 Prentice Hall Inc. All rights
reserved.
3–1

After studying this chapter 4,
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.
4. Contrast the three components of an attitude.
5. Summarize the relationship between attitudes
and behavior.
6. Identify the role consistency plays in attitudes.
reserved.
3–2
L
E
A
R
N
I
N
G
O
B
J
E
C
T
I
V
E
S

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.
reserved.
3–3
L
E
A
R
N
I
N
G
O
B
J
E
C
T
I
V
E
S
(cont’d)

Values
reserved.
3–4
Values
Basic convictions that a specific
mode of conduct or end-state of
existence is personally or socially
preferable to an opposite or
converse mode of conduct or
end-state of existence.
Value System
A hierarchy based on a ranking of
an individual’s values in terms of
their intensity.

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.
reserved.
3–5

Types of Values at workplace –
Milton Rokeach Value Survey (1973)
reserved.
3–6
Terminal Values (What do I want
to achieve?)
Preferred end-states of existence;
the goals that a person would like to
achieve during his or her lifetime.
Instrumental Values (How do I
want to achieve it?)
Preferable modes of
conduct/behavior or means of
achieving one’s terminal values.

Values in the
Rokeach
Survey
reserved.
3–7
E X H I B I T 3–1
Source: M. Rokeach,
The Nature of Human
Values (New York: The
Free Press, 1973).

Values in the
Rokeach
Survey
(cont’d)
reserved.
3–8
E X H I B I T 3–1 (cont’d)
Source: M. Rokeach, The Nature of
Human Values (New York: The Free
Press, 1973).

Mean Value Rankings of
Executives, Union Members,
and Activists
reserved.
3–9
E X H I B I T 3–2
Source: Based on W. C. Frederick and J. Weber, “The Values
of Corporate Managers and Their Critics: An Empirical
Description and Normative Implications,” in W. C. Frederick
and L. E. Preston (eds.) Business Ethics: Research Issues
and Empirical Studies (Greenwich, CT: JAI Press, 1990), pp.
123–44.

Compulsory Readings
reserved.
3–10
Greenwood, R. A. and Murphy, Jr., E. F. (2008) An
Investigation of Generational Values in the
Workplace: Divergence, Convergence, and
Implications for Leadership, International
Leadership Journal
<available at FileserverShahnawaz AdilOBCompulsory
ReadingsTerminal and Instrumental values... (go to page 58).pdf>

Worksheet:
Dominant Work Values in Today’s Workforce
w.r.t. Pakistan
3–11
Cohort
Entered the
workforce
Approximate
current age
Dominant Work Values
Senior
Citizens
1950s or
early 1960s
60+
Hard-working; least technology-oriented;
conservative; prefer to work in isolation with
own hands; conforming (i.e. meeting the
requirements); disciplined; long-term
commitment (i.e. loyalty) with the firm…

reserved.
3–12
Organizational Stakeholders

Hofstede’s Framework for Assessing
Cultures
reserved.
3–13
Power Distance
The extent to which a society accepts that
power in institutions and organizations is
distributed unequally.
low distance: relatively equal distribution
high distance: extremely unequal distribution
Compulsory Readings
FileserverShahnawaz AdilOBCompulsory Readings1. Geert Hofstede -
National cultures in 4 dimensions.pdf

PD – in detail
reserved.
3–14
A power distance index (PDI) has been composed of the country scores on
the following three questionnaire items, which are inter-correlated with
coefficients between 0.54 and 0.67 {see also Hofstede, 1977, 1979a).
(1)the percentage of subordinates who perceive that their boss makes his
decisions in an autocratic or paternalistic (persuasive) way;
(2) subordinates' perceptions that employees in general (their colleagues)
are afraid to disagree with superiors
(mean score on a five-point scale from 1 = very frequently to 5 =
very seldom, multiplied by 25 to make it comparable with the percentage
scores for questions 1 and 3);
(3) the percentage of subordinates who do not prefer a boss who makes his
decisions in a consultative way, but who prefer a boss who decides either
autocratically or paternalistically or, on the other hand, who does not decide
himself, but goes along with the majority of his subordinates

Hofstede’s Framework (cont’d)
reserved.
3–15
Collectivism
A tight social framework in
which people expect
others in groups of which
they are a part to look
after them and protect
them.
Individualism
The degree to which
people prefer to act as
individuals rather than
a member of groups.

reserved.
3–16
Achievement
The extent to which societal
values are characterized by
assertiveness, materialism and
competition.
Nurturing
The extent to which societal
values emphasize relationships
and concern for others.

reserved.
3–17
Uncertainty Avoidance
The extent to which a society feels threatened by
uncertain and ambiguous situations and tries to
avoid them.

reserved.
3–18
Long-term Orientation
A national culture attribute
that emphasizes the future,
thrift, and persistence.
Short-term Orientation
A national culture attribute that
emphasizes the past and
present, respect for tradition,
and fulfilling social obligations.

The GLOBE Framework for Assessing Cultures
3–19
GLOBE stands for Global Leadership and Organizational Behavior Effectiveness
Compulsory Reading:
M. Javidan and R. J. House, “Cultural Acumen for the Global Manager: Lessons from
Project GLOBE,” Organizational Dynamics, Spring 2001, Volume: 29 Issue: 4, pp.
289–305. (FileserverShahnawaz AdilOBCompulsory ReadingsGLOBE - Cultural
Acumen for the Global Manager - Lessons from Project GLOBE.pdf)
and
Page 432 to 435 from OB Fred Luthans’s book , 11th edition
1. Assertiveness – the degree to which individuals are assertive,
confrontational, and aggressive in their relationships with others.
2. Future Orientation – the extent to which individuals engage in future-
oriented behaviors such as delaying gratification, planning, and investing
in the future.
3. Gender egalitarianism (or differentiation) – expressed as the degree a
collective minimizes gender inequality.
4. Uncertainty avoidance – the extent the society, organization, or groups
rely on norms, rules, and procedures to alleviate the unpredictability of
future events.

The GLOBE Framework for Assessing Cultures
(cont’d…)
3–20
5. Power distance – the degree to which members of a collective expect
power to be distributed equally.
6. Individual/collectivism (or Institutional Collectivism) – the degree to
which organizational and societal institutional practices encourage
and reward the collective distribution of resources and collective
actions.
7. In-group collectivism – the degree to which individuals express pride,
loyalty, and cohesiveness in their organizations or families.
8. Performance orientation – suggested by the degree to which a
collective encourages and rewards group members for performance
improvement and excellence.
9. Humane orientation – the degree to which a collective encourages
and rewards individuals for being fair, altruistic, generous, caring, and
kind to others.

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