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Values, Attitudes and Job Satisfaction


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HBO material

Published in: Business, Technology

Values, Attitudes and Job Satisfaction

  1. 1. Values, Attitudes, and Job Satisfaction Chapter 3 MA. STELLA M.FRIAS MME Prof Jo B. Bitonio ME 217 HBO
  2. 2. The Importance of Values Chapter 3 Judgment Content Intensity Stability
  3. 3. Values –Basic convictions about what is important to the individual –They contain a judgmental element of what is right, good, or desirable Chapter 3
  4. 4. Chapter 3 Types of Values Terminal Values Instrumental Values
  5. 5. Unique Values of Today’s Workforce Chapter 3 Career Stage Entered the Workforce Approximate Current Age Dominant Work Values 1 . Protestant 2. Existential 3. Pragmatic 4. Generation X Mid-1940s to Late 1950s 1960s to Mid-1970s Mid-1970s to Mid-1980s Mid-1980s through 1990s 60 to 75 45 to 60 35 to 45 Under 35 Hard working; loyal to firm; conservative Nonconforming; seeks autonomy; loyal to self Ambitious, hard worker; loyal to career Flexible, values leisure; loyal to relationships
  6. 6. <ul><li>Power Distance </li></ul><ul><li>Individualism or Collectivism </li></ul><ul><li>Quantity or Quality of Life </li></ul><ul><li>Uncertainty Avoidance </li></ul><ul><li>Long-Term or Short-Term </li></ul>Chapter 3 Values Across Cultures
  7. 7. East and Southeast Asian Values Chapter 3 North America • East and Southeast Asia Networked relations: based on self-interest Guanxi  relations: based on reciprocation – Relationships viewed with immediate gains Relationships meant to be long-term and enduring – Enforcement relies on institutional law – Enforcement relies on personal power and authority Governed by guilt (internal pressures on performance – Governed by shame (external pressures on performance
  8. 8. Attitudes <ul><li>Positive or negative feelings concerning </li></ul><ul><li>objects, people, or events. </li></ul><ul><li>Less stable than values </li></ul>Chapter 3
  9. 9. What Are Attitudes? <ul><li>Cognitive component </li></ul><ul><li>Affective component </li></ul><ul><li>Behavioral component </li></ul>Chapter 3
  10. 10. Types of Attitudes <ul><li>Job satisfaction </li></ul><ul><li>Job involvement </li></ul><ul><li>Organizational commitment </li></ul>Chapter 3
  11. 11. Chapter 3 Importance of the Elements Cognitive Dissonance Degree of Personal Influence Rewards Involved
  12. 12. Attitude-Behavior Relationship <ul><li>Importance </li></ul><ul><li>Specificity </li></ul><ul><li>Accessibility </li></ul><ul><li>Social pressures </li></ul><ul><li>Direct experience </li></ul>Chapter 3 Moderating Variables Behavioral Influence High Low
  13. 13. Job Satisfaction and Employee Performance <ul><li>Satisfaction Affects </li></ul><ul><li>– Individual Productivity –Organizational Productivity –Absenteeism –Turnover –Organizational Citizenship Behaviour </li></ul>Chapter 3
  14. 14. Attitudes and Workforce Diversity Chapter 3 Diversity Training Volunteer Work
  15. 15. Chapter 3 Measuring Job Satisfaction Single Global Rating Summing up Job Facets
  16. 16. Chapter 3 Job Satisfaction and Employee Performance Productivity Absenteeis m Turnover
  17. 17. Job Satisfaction and Employee Performance <ul><li>Satisfaction Affects </li></ul><ul><li>– Individual Productivity –Organizational Productivity –Absenteeism –Turnover –Organizational Citizenship Behaviour </li></ul>Chapter 3
  18. 18. Responses to Job Dissatisfaction Chapter 3 Destructive Active Passive Constructive Exit Voice Neglect Loyalty
  19. 19. Summary and Implications <ul><li>Values strongly influence a person’s attitudes. </li></ul><ul><li>• An employee’s performance and satisfaction are likely to be higher if his or her values fit well with the organization. </li></ul><ul><li>• Managers should be interested in their employees’ attitudes because attitudes give warning signs of potential problems and because they influence behaviour. </li></ul>Chapter 3
  20. 20. Thank you Chapter 3