The document discusses values, attitudes, moods and emotions in the workplace. It defines values as personal convictions about what one should strive for and how to behave. There are work values and ethical values. Work values include intrinsic factors like interesting work and extrinsic factors like pay and benefits. Attitudes refer to job satisfaction and organizational commitment. Moods and emotions discussed include work mood and incivility. Values strongly influence attitudes, moods and emotions. Consistent positive attitudes can positively impact moods. Over time, moods and emotions may shape values. Trust is defined as confidence in others. The document also discusses relationships between these concepts.

1. Values,
Attitudes,
Moods,
Emotions

2. Topic to be presented
1.The Nature of Values

3. Values
One’s personal convictions about what one should strive for in life and
how one should behave.
Values in the work place
1.Work values(Personal convictions about outcomes and behavior at
work).
2.Ethical values(Personal convictions about what is right and wrong).

4. Work values
An employee’s personal conviction about what outcomes one should expect from work
and how one should behave at work.
There are two types of work values. They are
1.Intrinsic work values
Work values related to the nature of work itself. Some of the factors are
a)Interesting work e)Reaching full potential at work
b)Challenging work f)Responsibility and autonomy
c)Learning new things g)Being creative
d)Making important contributions
2.Extrinsic work values
Work values related to the consequences of work. Some of the factors are
a)High pay e)Social contacts
b)Job security f)Time with family
c)Job benefits g)Time for hobbies
d)Status in wider community

5. Topics to be covered
• The Nature of Work Attitudes
• The Nature of Moods and
Emotions

6. The Nature of Work Attitudes
WORK ATTITUDES
JOB SATISFACTION
ORGANIZATIONAL COMMITMENT

7. The Nature of Moods and Emotions
WORK MOOD
WORKPLACE INCIVILITY

8. Topic to be covered:
 Relationships between Values, Attitudes and
Moods and Emotions
 TRUST

9. Relationships between Values, Attitudes
and Moods and Emotions

10. Values and Attitudes
 Work values are the most stable and long lasting .
They can strongly affect work attitudes , moods
and emotions. A person whose work values
emphasize the importance of being ambitious,
for example may have negative work attitudes
toward a job that offers no possibility of
promotion.

11. Work attitudes can affect work moods and emotions
in a similar fashion . A salesperson who is very
satisfied with his or her job and loves interacting with
customers may often be in a good mood at work. In
this case, work Attitudes affect work moods and
emotions.
In the long run , over the course of a few years a
person’s Work values might change in response to his
or her more fleeting attitudes ,moods, and emotions
toward work. Persistent moods and emotions, in other
words, can have An impact on long held attitudes and
values.

12. TRUST
 An expression of confidence in another
person or group people that you will not be
put at risk harmed or injured by their
actions and its called trust.

13. Ethical values
Ethical values are one’s personal belief about what is right and wrong.
Example of Ethical Values:
Honesty
Fairness
Promise keeping
Compassion
Respect to other privacy

14. Complementary guides for
decision making
Utilitarian
Values
Moral
rights
Justice
values

15. Utilitarian Values
Values that indicate that decisions should be made that generate the
greatest good for the greatest number of people.

16. Moral Right Value
Value that indicate that decisions should be made in way that protect the
fundamental right of the people affected by the decision.
Justice Values
Values that indicate that decisions should be made in ways that allocate
benefit and harm among those affected by the decisions in a fair,
equitable, or impartial manner.

17. Organization’s Code of Ethics
Professional
ethics
Societal ethics
Individual
ethics

18. Job Satisfaction
Job satisfaction is also defined as the extent to which an
employee feels self-motivated, content & satisfied with his/her
job. Job satisfaction happens when an employee feels he or
she is having job stability, career growth and a comfortable
work life balance.

19. Determinants of Job Satisfaction
Job
Satisfaction
Work
Situation
Personality
Values
Social
Influence

21. Determinants 0f Job Satisfaction
• Personality
The enduring ways a person has of felling,thinking & behaving,
is the first determinant of how people think and feel about their
jobs or job satisfaction.
– Extraverts tend to have higher levels of job satisfaction than introverts
• Values
– A person with strong intrinsic work values is more likely than one with
weak intrinsic work values to be satisfied with a job that is meaningful
but requires long hours and offers poor pay.

22. Determinants of Job Satisfaction
• Work Situation
The most important source of job satisfaction is the work
situtaton means the tasks a person performs (e.g. how
interesting & boring they),the people a jobholder interacts
with(customers,subordinates and supervisors) the surroundings
in which a person work(noise level & temperature).
– tasks a person performs
– people a jobholder interacts with
– surroundings in which a person works
– the way the organization treats the jobholder

23. Determinants of Job Satisfaction
• Social influence
• Social influence is the influence that individuals or
groups have on a person’s attitudes and behavior
e.g Co-workers
Family
Other reference groups (unions, religious groups, friends)
Culture

24. Name: Md.Sabbir Serniabath
Id: B160201054

25. Theories of job satisfaction
Job Satisfaction
Job satisfaction is the level of contentment
employees feel about their work , which can affect job
performance.
Job satisfaction is the extent of positive feelings and
attitudes that individuals have towards their jobs.

26. Theories of job satisfaction
There are several different theories of job
satisfaction to understand what makes
people satisfied with their jobs.
The four influential theories are given below:
The Facet Model of Job Satisfaction.
Herzberg’s Motivator-Hygiene Theory of Job
Satisfaction.
The Discrepancy Model of Job Satisfaction.
The Steady State of Job Satisfaction.

27. The Facet Model of job satisfaction
The facet model of job satisfaction focuses on work
situation factors by breaking a job into its
component elements and then determines how the
employee is satisfied with each facet ,
Job facets that play an important role to determine the job
satisfaction.
Some facets are :
*Ability Utilization *Compensation *Coworkers
*Responsibility *Working Conditions *Independence
*Authority *Security *Creativity
*Social Service

28. Herzberg’sTheory of job satisfaction
Herzberg’s states that there are two sets of needs
 Motivator needs: I.e.: Opportunities for personal
growth,Promotion,Recognition.
 Hygiene needs: i.e. Working conditions,Job security.
These theory states that an employee could be satisfied and
dissatisfied at the same time with his job.
1. When motivator needs are met,employees will be
satisfied;when these needs are not met, employees
will not be satisfied.
2. When hygiene needs are met,employees will not be
dissatisfied;when these needs are not met,
employees will be dissatisfied.

29. The Discrepancy Model
The discrepancy model explains that when
employees have high expectations of their jobs and
those expectations are not met, they will be
dissatisfied.
The Steady state theory suggests that each
employee has a typical,or characteristic,level of job
satisfaction,called the steady state or equilibrium
level

30. POSITIVE CONSEQUENCES OF JOB SATISFACTION
→ Job Performance
→ Productivity
→ Organizational Commitment
→ Harmonious employee’s relation.
→ Improve the image of the organization.
NEGATIVE CONSEQUENCES OF JOB SATISFACTION
→ Absenteeism
→ Turnover
→ Job Stress
→ Poor Overall Morale
→ Lack of Productivity
POTENTIAL CONSEQUENCES OF JOB
SATISFACTION

31. Job Performance
 Intuitively, most people (including managers) believe that job
satisfaction is positively associated with job performance—that
is, that employees more satisfied with their jobs will perform at a
higher level than those less satisfied.

32. Productivity
Studies have revealed that there is a positive but
weak relationship between job satisfaction and
productivity

33. Organizational Commitment
 Organizational commitment is the level to which workers show a
strong willingness to stay in their company. They have the desire to
work hard towards the success of their organization.
Beside these, job satisfaction also affects on:
 It promotes harmonious employee’s relation.
 It helps to improve the image of the organization.

34. Absenteeism
•Absenteeism can be very costly for organizations. It is estimated that
approximately 1 million employees a day are absent from their jobs. In
a year, absenteeism costs companies in the United States
approximately $40 billion.

35. • Research focusing on this question has indicated that job satisfaction
has a weak negative relationship with absenteeism: Employees satisfied
with their jobs are somewhat less likely to be absent.
• Richard Steers and Susan Rhodes have provided a model of
absenteeism that helps explain these results.They propose that
employee attendance is a function not only of their motivation to go to
work but also of their ability to attend
Motivation to Attend Work
Is Affected by
Ability to Attend Work
Is Affected by
•Job satisfaction
•Organization’s absence policy
•Other factors
•Illness and accidents
•Transportation problems
•Family responsibilities
Determinants of Absence from Work

36. Turnover

37. •Turnover is the permanent withdrawal of an employee from
the employing organization. Job satisfaction shows a weak-
to-moderate negative relationship to turnover, that is, high
job satisfaction leads to low turnover
•.According to a model of the turnover process developed by Bill Mobley,
job satisfaction triggers the whole turnover process employees very
satisfied with their jobs may never even think about quitting; for those who
are dissatisfied, it is the dissatisfaction that starts them thinking about
quitting.

39. Job Stress
•When employees are not happy with their jobs, they are much more
likely to experience and report stress on the job. Workers who are
satisfied or happy at work are much less likely to report feeling stressed
out by their job.

40. Topic to be covered:
• Organizational
Citizenship Behavior
• Employee Well-Being

41. Orgazitional
Citizenship
Behavior
Organizational
citizenship behavior
(OCB) is behavior
above and beyond
the call of duty that
is, behavior not
required of
organizational
members but
nonetheless
necessary for
organizational
survival and
effectiveness.

42. For Examples
OCB include helping co-workers; protecting the
organization from fire, theft, vandalism, and other
misfortunes; making constructive suggestions;
developing one’s skills and capabilities; and
spreading goodwill in the larger community.

43. Employee Well-Being
Employee well-being
how happy, healthy,
and prosperous
employees are, is the
last potential
consequence of job
satisfaction we
consider. Unlike
absenteeism and
turnover, this
consequence focuses
on the employee
rather than the
organization.

44. For Example
If you count the number of hours of their adult lives that
employees spend on the job, the number is truly mind-
blowing. An employee who puts in an 8-hour day, works 5
days a week, and has 2 weeks off a year for vacation works
approximately 2,000 hours a year. Over a 40-year period
(from age 25 to 65), this employee clocks in some 80,000
hours on the job. Being dissatisfied with one’s job for a major
portion of one’s working life almost certainly affects well-
being and general happiness. Consistent with this
observation, research suggests that job satisfaction
contributes to overall well-being in life.

45. Organizational Commitment
Whereas job satisfaction relates to feelings and beliefs that
individuals have about specific jobs, Organizational
commitment relates to feelings and beliefs about the
employing organization as a whole. Researchers have identified
two distinct types of organizational commitment:
1.Affective commitment
2.Continuance commitment.

46. AFFECTIVE COMMITMENT
The commitment that exists when employees are happy to be
members of an organization, believe in and feel good about the
organization and what it stands for, are attached to the
organization, and intend to do what is good for the organization.
CONTINUANCE COMMITMENT
The commitment that exists when it is very costly for
employees to leave an organization.

47. Potential Consequences of Affective
Commitment
Affective commitment (like job satisfaction) may be
more highly related to organizational citizenship
behavior (OCB). Because these behaviors are voluntary,
they tend to be more directly related to employees’
attitudes toward an organization. When affective
commitment is high, employees are likely to want to do
what is good for the organization and, thus, perform
OCBs.144 However, when continuance commitment is
high, employees are not expected to go above and
beyond the call of duty because their commitment is
based more on necessity than a belief in what the
organization stands for.