3 chapter-3valuesattitudesob-170617082442

KDR University, PA Faculty, Organizational Behavior
Chapter-3, Lecture by: Barai Mobarez 3–1
Values, Attitudes, and
Job Satisfaction
Chapter-3
Organizational Behavior
Stephen P. Robbins
T E N T H E D I T I O N

Learning Objectives:
Learning Objectives:
After studying this chapter you should be able to:
1.Understand values and its importance
2. Identify types of Values (internal & instrumental values)
3.Identify Hofsted’s five value dimensions of national culture
4.Contrast the three component of an attitude
5.Summarize the relationship between attitudes and behavior
6.Identify the role consistency plays in attitudes
7.State the relationship between job satisfaction, and behavior
8.Identify four employee responses to dissatisfaction

Values?
Values?
 Values are basic convictions (strong beliefs) that a specific mode
(way/method) 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
 Where do values come from? They are learned from parents, teachers
and friends. For instance I was told in my childhood not to steal, lie, and
betray others
 Attributes (characters/properties) of values
 Content attribute: it says that a mode of conduct or end-sate of
existence is important.
 Intensity attribute: this attribute specifies how important it is.
Value System: A hierarchy based on a ranking of an individual’s values in terms of
their intensity.

Importance of Values
1. Values lay the foundation for the understanding of the attitudes,
motivation, and behaviors of individuals.
2. Values Influence our perception of the world around us.
3. Values represent interpretations of “right” and “wrong.”
4. Values imply that some behaviors or outcomes are preferred
over others.
5. Individuals enter organizations with notions of what is right and
wrong with which they interpret behaviors or outcomes
6. Values generally influence attitudes and behavior.

 Why is it important to know an individual’s value? Although they don’t have a direct
impact on behavior, values strongly influence a person’s attitudes. So knowledge of
an individual’s value system can provide insight into his or her attitudes.
 Values influence attitudes and attitudes in turn influence behavior
 For instance: suppose, you enter an organization with the view that allocating pay
on the basis of performance is right, while allocating pay on the basis of seniority is
wrong. How are you going to react if you find out that the organization you have just
joined is allocating pay on the basis of seniority? Definitely you are going to be
disappointed. And this can lead to job dissatisfaction. And you will not exert a high
level of efforts. So that is why understanding values are important.

Types of Values –- Rokeach Value Survey
Types of Values –- Rokeach Value Survey
Milton Rokeach created Rokeach Value Survey (RVS) – It consists of two
sets, with each set consisting 18 individual values items: (next slide)
Terminal Values
Desirable end-states of existence; the goals that a person would like to achieve during
his or her lifetime. For instance social recognition, freedom, happiness
Instrumental Values
Preferable modes of behavior or means of achieving one’s terminal values. For
instance, honest, hardworking, generous
Instrumental values Terminal Values
1.Hardworking will bring you comfortable life.
2.Standing up for your rights will bring you freedom.
3.Working for the welfare of others will bring equality.

Values Across Culture
Values Across Culture
Geery Hofstede who surveyed more than 116000 IBM employees in 40 countries about their
work related values suggested the following framework for assessing cultures; five value
dimensions of national culture…
Power distance
Individualism versus collectivism
Quantity of life versus quality of life
Uncertainty avoidance
Long-term versus short-term orientation

Hofstede’s Framework for Assessing Cultures
Hofstede’s Framework for Assessing Cultures
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
Individualism
The degree to which people prefer to act as individuals rather than a
member of groups.
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.

Hofstede’s Framework (cont’d)
Quantity of life:
The extent to which societal values are characterized by assertiveness,
materialism and competition.
Quality of life: (Nurturing)
The extent to which societal values emphasize relationships and concern for
others.
Uncertainty Avoidance:
The extent to which a society feels threatened by uncertain and ambiguous
situations and tries to avoid them.

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.

Values Across Culture: GLOBE Framework for Assessing Cultures:
Began in 1993, the Global Leadership and Organizational Behavior
Effectiveness (GLOBAL) researched program is an on going cross-
cultural investigation of leadership and national culture using data from
825 organizations in 62 countries:
1.- Power distance
2.- Individualism/Collectivism
3.- In-group collectivism
4.- Performance orientation
5.- Humane orientation
6.- Uncertainly avoidance
7.- Assertiveness
8.- Future Orientation
9.- Gender differentiation

They almost found the same things as Hofstede, but with few new ones
as follows;
Gender differentiation: In this degree people maximizes gender role
differences.
In-group collection: This is the degree in which people of the society take
pride in membership of small groups such as families, organizations,
friends and…etc.
Performance orientation: The society rewards group members for
performance, improvement and doing something good in this degree.

Attitudes?
Attitudes?
 How you feel about something. E.g. I like my job. I
hate my job. I like Nokia mobile phones. I dislike
Roshan network.
 What are attitudes? Attitudes are evaluative statements or
judgments concerning objects, people or events
 Values verses attitudes: Attitudes are not the same as values
but they are interrelated. Attitudes are less stable in contrast to
values. For instance; an advertisement about a product or
service that you never liked before may alter your attitudes and
you may tend to buy and use it.

Attitudes
Attitudes
Attitudes
Evaluative statements or
judgments concerning
objects, people, or events.
Positive or negative
feelings concerning
objects, people, or events.
Less stable than values
Affective Component
The emotional or feeling segment
of an attitude. (this part is the attitude part)
Cognitive component
The opinion or belief segment
of an attitude.
Behavioral Component
An intention to behave in a certain
way toward someone or something.

1. Cognitive component: discriminating female is incorrect
2. Affective component: I don’t like our manager, because he
discriminates against female staff.
3. Behavioral component: I may not vote him in the coming
elections for the post of Chief of Party because of his behavior.
Therefore attitudes are important to study, because they affect job
behavior in organization.
28-Dec-12
Example:
Example:

Types of Attitudes
Types of Attitudes
People can have thousands of attitudes but we focus on a very few work
related attitudes only
1. Job Satisfaction
A collection of positive and/or negative feelings that an individual holds
toward his or her job. Or an individual’s general attitudes towards his or
her job either positive or negative.
2. Job Involvement
Identifying with the job, actively participating in it, and considering
performance important to self-worth.
3. Organizational Commitment
Identifying with a particular organization and its goals, and wishing to
maintain membership in the organization.

The Theory of Cognitive Dissonance
The Theory of Cognitive Dissonance
In the late s1950s Leon Festinge proposed the theory of Cognitive
Dissonance
Cognitive Dissonance: is any incompatibility between two or more attitudes or
between behavior and attitudes. Link between attitudes and behavior
For instance: you strongly believe that selling expired foot to the customers is unethical, but your boss in the
store where you have just joined makes you sell expired foods to the customers. Now you have a big dilemma
whether to do it or not. If you don’t sell expired foods to the customers you may lose your job which pays high salary
but if you sell expired foods to the customers your conscience may get harmed. So there is a dissonance in the
attitude and behavior. To relieve yourself a little bit you may follow one of the following paths to reduce the
dissonance (the inconsistency) in between your attitude and behavior;
1.Stop completely selling expired foods and give up the job
2.Continue selling expired foods and save your job
3.There is nothing wrong in selling expired foods, every store in the market does this
4.They won’t harm the customers health as they have been using for years

Measuring the A-B Relationship
Measuring the A-B Relationship
 Recent research indicates that attitudes (A) significantly predict behaviors (B)
when moderating variables are taken into account.
Moderating Variables
 Importance of the attitude:
 Reflects fundamental values, self-interest, or identification with individual or groups that a
person values.
 Specificity of the attitude:
 what is your intention of working for this org? this specific question will easily determine the
future behavior of the employee about the job.
 Accessibility of the attitude:
 Is this attitude always in mind (remembered)
 Social pressures on the individual
 Social pressure on an individual to behave in a certain way that is not in line with the
individual’s values/attitudes.
 Direct experience with the attitude
 People who have practical experience with an attitude will have stronger reaction than those
who don’t have the experience. E.g. asking from students about how would they feel working
with a cruel and strict manager. Experienced employees will show stronger reaction than the
students because they don’t know the real situation.

Self-Perception Theory
Self-Perception Theory
 Self-perception theory tells us whether or not behavior influences attitudes?
Yes it does.
 Attitudes are used after the fact to make sense out of an action that has
already occurred.
Your own previous work example!!
 I like what I just did. (the behavior occurs first and than the attitudes)
 Ask someone about his/her experience with an organization. He/she will
respond either positive or negative (attitudes) about what he/she has
experienced (the behavior). He/she now dislike what she did in that
organization.

 How can we know the attitudes?
Using attitude survey:
 Attitude surveys: Eliciting responses from employees through
questionnaire about how they feel about their jobs, work groups,
supervisors and the organization
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Attitudes can help us predict behavior.
Attitudes can help us predict behavior.

Statement Ranking
This company is a pretty good place to work
I can get ahead in this company if I make the effort
This company’s wage rates are competitive with those of other companies
Employee promotion decisions are handled fairly
My job makes the best use of my abilities
My workload is challenging but not burdensome
I have trust and confidence in my boss
I feel free to tell my boss what I think
I know what my boss expects of me
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Sample Attitude survey
Sample Attitude survey
Please answer each of the following statements using the following rating scale:
5 = strongly agree
4 = agree
3 = undecided
2 = disagree
1 = strongly disagree

Attitudes and Workforce Diversity
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.

Job Satisfaction
Job Satisfaction
a. Job satisfaction is the general attitudes of an individual towards
his/her job. E.g. I like my job. I dislike my job.
b. Job satisfaction is both dependent and independent variable.
We will study how job satisfaction effect
1. Productivity
2. Absenteeism
3. Turnover

Job Satisfaction
Job Satisfaction
 Satisfaction and Productivity
 Satisfied workers aren’t necessarily more productive. (but productive workers
are happy/satisfied)
 Worker productivity is higher in organizations with more satisfied workers.
 Happy organization are more productive
 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.
Note: overall satisfaction has very little relation with productivity, absenteeism, and
turnover

Measuring Job Satisfaction
Measuring Job Satisfaction
How do we measure job satisfaction? There are two most widely used approaches
1. Single global rating
1. In this approach a single question is asked. E.g. how satisfied are you from your job?
Answer (from highly satisfied to highly dissatisfied)
2. Summation score
1. This approach identifies key elements in a job and asks for the employee’s feeling
about each e.g.
1. nature of work
2. Supervision
3. Present pay
4. Promotion opportunities
5. Relations with coworkers
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
• Research shows: freedom and challenges in a job give more satisfaction than higher
pay

How Employees Can Express Dissatisfaction
How Employees Can Express Dissatisfaction
Exit
Dissatisfaction is expressed
through Behavior directed
toward leaving the organization.
Voice
Active and constructive
attempts to improve
conditions.
Neglect
Allowing conditions to worsen.
chronic absenteeism or
lateness, reduce efforts and
increased error rate.
Loyalty
Passively waiting for
conditions to improve.

Active
Exit Voice
Destructive Constructive
Neglect Loyalty
Passive
28-Dec-12
Responses to dissatisfaction?
Responses to dissatisfaction?

Job Satisfaction and OCB
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.
 If you trust your employer you will go beyond your formal
job requirement.

Job Satisfaction and Customer Satisfaction
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.

Terms & Terminology
Terms & Terminology
 Belief: A vague idea in which some confidence is placed.
 Values: Beliefs of a person or social group in which they have an
emotional investment (either for or against something); he has very
conservative values. (conservative values, versus liberal values)
 Attitudes: A complex mental state involving beliefs and feelings and
values and dispositions to act in certain ways; e.g. "he had the attitude
that work was fun"
 Behavior: (psychology) the aggregate of the responses or reactions or
movements made by an organism in any situation

Summary & Implication
Summary & Implication
1. Values strongly influence a person’s attitudes.
2. An employee’s performance and satisfaction are likely to be
higher if his or her values fit well with the organization.
3. Managers should be interested in their employees’ attitudes
because attitudes give warning signs of potential problems and
because they influence behaviour.

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