3. Work Values
⚫ A worker’s personal convictions about what
outcomes one should expect from work and
how one should behave at work.
● The most general and longlasting feelings and
beliefs people have that contribute to how they
experience work.
● Values can be intrinsic (i.e., related to the
nature of work itself) or extrinsic (i.e., related
to the consequences of work).
8. Evaluative statements – either favorable or
unfavorable – concerning objects, people or events
Attitudes reflect how one feels
about something
PARTII
Attitudes
9. Attitudes
Evaluative statements or judgments
concerning objects, people, or events.
Three components of an attitude:
⚪ Cognitive – The opinion or belief segment of an
attitude
⚪ Affective – The emotional or feeling segment of an
attitude.
⚪ Behavioral – An intention to behave in a
certain way toward someone or something
14. People seek consistency among their
attitudes and between their attitudes and
their behavior
● When there is an inconsistency, the individual may
alter either the attitudes or behavior, or develop a
rationalization for the discrepancy.
Consistency of Attitudes
15. The view that behavior influences
attitudes
● Argues that attitudes are used after the fact
to make sense out of an action that has
already occurred rather than as devices that
precede and guide action.
● Tend to infer attitude from behavior when
you have had few experiences regarding an
issue.
SelfPerception Theory
16. Organisation Behaviour
reserved.
3–15
The Theory of Cognitive Dissonance
Desire to reduce dissonance
• Importance of elements creating dissonance
• Degree of individual influence over elements
• Rewards involved in dissonance
Cognitive Dissonance
Any incompatibility between two or more attitudes or
between behavior and attitudes.
17. THEORY OF COGNITIVE DISSONANCE (1957)
BASIC HYPOTHESIS
The existence of dissonance, being psychologically uncomfortable, will
motivate the person to try and reduce the dissonance and achieve consonance
Attitude
Behavior inconsistent
with the attitude
Creation of
dissonance
Leon Festinger
18. Some Options
1) Change behavior (e.g., Throw pack away)
2) Change cognitions (e.g., “Smoking isn’t all that bad”; “Idon’t
really smoke that much”)
3) Add supporting cognitions (e.g., “ Smoking relaxes me” “ithelps
me think better”
Behavior:
Attitude: “I’m not going to smoke cigarettes anymore”)
Smoke cigarettes
19. COGNITIVE DISSONANCE
FESTINGER & CARLSMITH (1$ $20 Study)
Perform boring
task
Asked to tell participant that the
task was interesting
$1
$20
Rate task
• Which group rated the task as more interesting after lying,
those paid $1 or $20?
Key is lack of sufficient external justification for one’s behavior
20. “TOY” STUDY
Children rate desirability of toys
Told not to play with the most desirable toy
MILD THREAT SEVERE THREAT
Children did not play with the desired toy
Children rate the desirability of the toys a 2nd
time after not playing with the desired
Whichgroup viewed the desirable toy most attractive?
21. Moderating Variables
320
● The most powerful moderators of the attitude
behavior relationship are:
⚪ Importance of the attitude
⚪ Correspondence to behavior
⚪ Accessibility
⚪ Existence of social pressures
⚪ Personal and direct experience of the attitude
Attitudes predict behavior, as influenced by
moderating variables.
22. Predicting Behavior from Attitudes
321
Important attitudes have a strong relationship to
behavior.
The closer the match between attitude and
behavior, the stronger the relationship:
□ Specific attitudes predict specific behavior
□ General attitudes predict general behavior
⚪ The more frequently expressed an attitude, the
better predictor it is.
⚪ High social pressures reduce the relationship and may
cause dissonance.
⚪ Attitudes based on personal experience are stronger
predictors.
24. What Are the Major Job Attitudes?
323
1.Job Satisfaction
⚪ A positive feeling about the job resulting from an
evaluation of its characteristics.
2.Job Involvement
⚪ Degree of psychological identification with the
job where perceived performance is important to
selfworth.
3.Psychological Empowerment
⚪ Belief in the degree of influence over the job,
competence, job meaningfulness, and autonomy.
25. Another Major Job Attitude
324
4. Organizational Commitment
Identifying with a particular organization and its goals,
while wishing to maintain membership in the
organization.
⚪ Three dimensions:
□ Affective – emotional attachment to organization
□ Continuance Commitment – economic value of staying
□ Normative – moral or ethical obligations
⚪ Has some relation to performance, especially for new
employees.
⚪ Less important now than in past – now perhaps more of
occupational commitment, loyalty to profession rather
than to a given employer.
26. And Yet More Major Job Attitudes…
325
5.Perceived Organizational Support (POS)
⚪ Degree to which employees believe the organization
values their contribution and cares about their well
being.
⚪ Higher when rewards are fair, employees are involved
in decisionmaking, and supervisors are seen as
supportive.
⚪ High POS is related to higher OCBs and performance.
6.Employee Engagement
⚪ The degree of involvement, satisfaction with, and
enthusiasm for the job.
⚪ Engaged employees are passionate about their work
and company.
27. PARTIII
Job Satisfaction
A positive feeling about the job resulting from an
evaluation of its characteristics.
● One of the primary job attitudes measured.
⚪ Broad term involving a complex individual summation of a number
of discrete job elements.
● How to measure?
⚪ Single global rating (one question/one answer) Best
⚪ Summation score (many questions/one average) OK
● Are people satisfied in their jobs?
⚪ In the U. S., yes, but the level appears to be dropping.
⚪ Results depend on how job satisfaction is measured.
⚪ Pay and promotion are the most problematic elements.
28. Causes of Job Satisfaction
327
● Pay influences job satisfaction only to a point.
⚪ After about $40,000 a year (in the U. S.), there is no
relationship between amount of pay and job satisfaction.
⚪ Money may bring happiness, but not necessarily job
satisfaction.
● Personality can influence job satisfaction.
⚪ Negative people are usually not satisfied with their jobs.
⚪ Those with positive core selfevaluation are more satisfied
with their jobs.
29. • Need Fulfillment: Satisfaction is based on the extent to which
a job satisfies a person’s needs.
• Discrepancies: Satisfaction is determined by the extent to
which an individual receives what he or she expects from a job.
• Value Attainment: Satisfaction results from the extent to
which a job allows fulfillment of one’s work values.
• Equity: Satisfaction is a function of how “fairly” an individual is
treated at work.
• Trait/Genetic Components: Satisfaction is partly a
function of personal traits and genetic factors.
Causes of Job Satisfaction
32. Employee Responses to Dissatisfaction
331
● Exit
⚪ Behavior directed toward leaving the
organization
● Voice
⚪ Active and constructive attempts to
improve conditions
● Neglect
⚪ Allowing conditions to worsen
● Loyalty
⚪ Passively waiting for conditions to
improve
33. Outcomes of Job Satisfaction
332
● Job Performance
⚪ Satisfied workers are more productive AND more productive
workers are more satisfied!
⚪ The causality may run both ways.
● Organizational Citizenship Behaviors
⚪ Satisfaction influences OCB through perceptions of fairness.
● Customer Satisfaction
⚪ Satisfied frontline employees increase customer satisfaction
and loyalty.
● Absenteeism
⚪ Satisfied employees are moderately less likely to miss work.
34. More Outcomes of Job
Satisfaction
333
● Turnover
⚪ Satisfied employees are less likely to quit.
⚪ Many moderating variables in this relationship.
□ Economic environment and tenure.
□ Organizational actions taken to retain high
performers and to weed out lower performers.
● Workplace Deviance
⚪ Dissatisfied workers are more likely to unionize, abuse
substances, steal, be tardy, and withdraw.
Despite the overwhelming evidence of the impact of
job satisfaction on the bottom line, most
managers are either unconcerned about or
overestimate worker satisfaction.
35.
36. What are the 5 hidden reasons People
Leave their job?
37.
38. Correlates of Job Satisfaction
Variables Related Direction of Strength of
with Satisfaction Relationship Relationship
Motivation Positive Moderate
Job Involvement Positive Moderate
Organizational Citizenship behavior Positive Moderate
Organizational Commitment Positive Strong
Absenteeism Negative Weak
Tardiness Negative Weak
Turnover Negative Moderate
Heart Disease Negative Moderate
Perceived Stress Negative Strong
ProUnion Voting Negative Moderate
Job Performance Positive Weak
Life Satisfaction Positive Moderate
Mental Health Positive Moderate
39. Managerial Implications
338
● Managers should watch employee attitudes
⚪ They give warnings of potential problems
⚪ They influence behavior
● Managers should try to increase job
satisfaction and generate positive job attitudes
⚪ Reduces costs by lowering turnover, absenteeism,
tardiness, and theft, and increasing OCB
● Focus on the intrinsic parts of the job: make
work challenging and interesting
⚪ Pay is not enough
40. Advice to Managers
● Realize that some workers are going to be more satisfied than others with
the same job simply because they have different personalities and work
values. Also realize that you can take steps to increase levels of job
satisfaction because it is determined not only by personality but also by the
work situation.
● Try to place newcomers in work groups whose members are satisfiedwith
their jobs.
● Ask workers what facets of their jobs are important to them, and do what
you can to ensure that they are satisfied with these facets.
● Because job satisfaction has the potential to impact workers’ behaviors in
organizations and their wellbeing, use existing measurement scales to
periodically survey your subordinates’ levels of job satisfaction. When
levels of job satisfaction are low, follow the advice in the preceding step.
● Recognize that workers’ evaluations of job facets, not what you think about
them, determine how satisfied workers are and that changing some facets
may have longerlasting effects on job satisfaction than changing others.
41. Advice to Managers
● Do not assume that poor performers are dissatisfied with their jobs or that
good performers are satisfied with their jobs.
● Do not assume that workers who are absent are dissatisfied or that they
were not motivated to come to work. Absence is also a function of ability to
attend.
● Manage absenteeism. Don’t try to eliminate it, and keep in mind that a
certain level of absence is often functional for workers and organizations.
● Realize that turnover has both costs and benefits for an organization and
that you need to evaluate both. In particular, before becoming concerned
about worker turnover, examine the performance levels of those who quit.
● If workers do only what they are told and rarely, if ever, exhibit
organizational citizenship behavior, measure their levels of job satisfaction,
identify the job facets they are dissatisfied with, and make changes where
possible.
● Even if job satisfaction does not seem to have an effect on important
behaviors in your organization, keep in mind that it is an important factor
in worker wellbeing.
