2 Values & Attitude of employees in organization

1. Organizational Behavior & Leadership
MGT 785 Spring 24
Values and Attitudes
Resource Person:
Malik Jawad Saboor
Assistant Professor
Department of Management Sciences
COMSATS University Islamabad.

2. After reading this chapter,
you should be able to:
1. Describe the role values play in influencing your behavior.
2. Explain how personal attitudes affect workplace behavior and work-
related outcomes.
3. Discuss the importance of four key workplace attitudes.
4. Discuss the five causes of job satisfaction.
5. Describe work-related outcomes associated with job satisfaction.
6. Describe the implications of chapter content for you and managers.

3. Your Personal Values Are…
Abstract ideals that guide our thinking and
behavior across all situations.

4. Figure 2.2 Schwartz’s Value Theory
Values are motivational
and represent broad
goals over time.
Bipolar values are
incongruent while
adjacent values are
complementary

5. Figure 2.2 Schwartz’s Value Theory

6. Implications of Schwartz’s
Value Theory
Workplace Application.
• Managers can better
manage their
employees when they
understand an
employees' values and
motivation.
• Pursuit of incongruent
goals may lead to
conflicting employee
actions and behaviors.
Personal Application.
• Employees will derive
more meaning from
work by pursuing goals
that are consistent with
their values.

7. What Do We Know About Values?
A person’s values are
stable over time, but
personal values vary
across generations and
cultures.
Attracting employees
whose personal values
align with those of the
organization yields
many benefits.
• Lower employee turnover.
• Higher employee
retention.
• Higher employee
engagement.
• Increased customer
satisfaction.

8. Personal Attitudes
Represent our feelings or opinions about
people, places, and objects.
Comprised of these three
components:
1. Affective. “I feel…”
2. Cognitive. “I believe…”
3. Behavioral. “I intend…”

9. When Attitudes and Reality Collide
Cognitive Dissonance represents the psychological
discomfort a person experiences when
simultaneously holding two or more conflicting
cognitions.
• Reduce Cognitive Dissonance by…
• Changing attitudes, behaviors, or both.
• Belittle the importance of the inconsistent behavior.
• Find consonant elements that outweigh dissonant ones.

10. Our Personal Attitudes Affect
Behavior via Our Intentions
Figure 2.3
Ajzen’s Theory of
Planned Behavior
Source: I. Ajzen, “The Theory of Planned
Behavior,” Organizational Behavior and Human
Decision Processes, Vol. 50, No. 2, Copyright
1991.

11. Key Workplace Attitudes
Some workplace attitudes are more potent than
others. The following four are especially powerful:
1. Organizational Commitment.
2. Employee Engagement.
3. Perceived Organizational Support.
4. Job Satisfaction.

12. Organizational Commitment 1
© McGraw Hill
The extent to which an employee identifies
with an organization and is committed to its
goals.
And it leads to
• Greater employee retention
• Greater motivation in pursuit of
organizational goals
Organizational Commitment depends on Psychological Contracts
Individual’s perception about the reciprocal exchange between him- or
herself and another party.

13. Organizational Commitment 2
Increasing Employee Commitment.
• Hire those whose personal values most align with
those of the organization.
• Guard against managerial breaches of
psychological contracts.
• Build the level of trust.

14. Organizational Commitment 2
Company: Hilton
• Fortune listed it as the No. 1 best company to work for in 2019.
• Launched new team member benefits including parental leave and
adoption assistance.
• Implemented a companywide immersion program requiring every
executive leader to spend one week on the front lines working alongside
cooks, housekeepers, and front desk personnel.
• Invested heavily in redesigning employee spaces with better lighting,
more comfortable furnishings, and an updated cafeteria.
• Worked with Under Armour to introduce lighter, more comfortable work
wear for
service employees.
• Increased expenditures for continuous learning and career development
programs through its Hilton University program.

15. What Is Employee Engagement?
The extent to which employees give it their all
to their work roles.
And includes the feeling of:
• Urgency.
• Being focused.
• Intensity.
• Enthusiasm.

16. What Contributes to Employee Engagement?
Personal Factors
• Personality.
• Psychological Capital
• Social Capital
Organizational Level Factors
• Job characteristics.
• Leadership
• Organizational climate
• Stressors

17. Employee Engagement
Increases in Employee Engagement have been linked to:
• Increased Customer Loyalty and Satisfaction.
• Increased Employee Performance.
• Increased Employee Well-being.
• Greater Financial Performance.

18. How to Increase Employee Engagement
• A well-done onboarding process
• Workplace culture
• Provision of work tools that make tasks easier
• Provision of training and development
opportunities
• Good leadership
• Good internal communication
• Workplace health and wellbeing resources
• Flexible work options
• Rewards and recognition

19. Perceived Organizational Support 1
It is the extent to which employees believe that the
organization:
• Values their contributions.
• Genuinely cares about their well-being .

20. Perceived Organizational Support 2
Associated with:
• Increased organizational commitment.
• Job satisfaction.
• Organizational citizenship behavior.
• Task performance.
• Lower turnover.

21. Job Satisfaction Is…
An affective or emotional response toward
various facets of one’s job.
In other words, it is the extent to which
an individual likes his or her job

22. Models Job Satisfaction
Model How Management Can Boost Job Satisfaction
Need fulfillment. Understand and meet employees’ needs.
Met expectations. Meet expectations of employees about what they will
receive from job.
Value attainment. Structure the job and its rewards to match employee
values.
Equity. Monitor employee’ perceptions of fairness and interact
with them so they feel fairly treated.
Disposition and/or genetic
components.
Hire employees with an appropriate disposition.

23. Outcomes Linked with
Job Satisfaction
Attitudes.
• Motivation.
• Job Involvement.
• Withdrawal
Cognitions.
• Perceived Stress.
Behaviors.
• Job Performance.
• Organizational
Citizenship Behavior
(OCB).
• Counterproductive
Work Behavior
(CWB).
• Turnover.

24. Job Satisfaction & Job Performance
Research tells us that job satisfaction and
performance:
• Are moderately related
• Indirectly influence each other
• Better to consider the relationship at the
business unit level versus at the individual
level

25. Job Satisfaction & Organizational
Citizenship Behaviors
Organizational citizenship behavior (OCB).
Represents discretionary individual behaviors
that are:
• Typically not directly or explicitly recognized by the
formal reward system.
• And can, in the aggregate, promote effective
functioning of the organization.

26. Job Satisfaction & Organizational
Citizenship Behaviors
Examples of organizational citizenship
behavior include such gestures as:
• Constructive statements about the department.
• Expression of personal interest in the work of
others.
• Suggestions for improvement.
• The training of new people.
• Respect for the spirit as well as the letter of
housekeeping rules.
• Care for organizational property.
• Punctuality and attendance well beyond standard
or enforceable levels

27. OCB’s are linked to many benefits
For the Organization:
• Higher
productivity/efficiency.
• Lower costs.
• Improved customer
satisfaction.
• Higher unit-level
satisfaction.
• Lower turnover.
For the Individual:
• Improved job
satisfaction.
• Improved performance
ratings.
• Reduced intention to
quit.
• Lower absenteeism
• Lower turnover.

28. Job Satisfaction & Counterproductive Behavior
Counterproductive work behavior (CWB) are
behaviors that harm other employees, the
organization as a whole, or organizational
stakeholders such as customers and
shareholders.

29. Job Satisfaction and Turnover
Turnover is harmful when high-performing
employees voluntarily leave the organization.
To reduce voluntary turnover:
• Hire people who “fit” with the organization’s culture.
• Spend time fostering employee engagement.
• Provide effective onboarding.
• Recognize and reward high-performing employees.

30. Values and Attitudes: Putting
It All in Context
Figure 2.4 Organizing Framework for Understanding and Applying OB
©2021 Angelo Kinicki and Mel Fugate. All rights reserved. Reproduction prohibited without permission of the authors.
Access the text alternate for this image.

31. Test Your OB Knowledge 6
The organizing framework for understanding and
applying OB is based upon:
A. a systems approach.
B. using person and environmental factors as
inputs.
C. processes including individual level,
group/team level, and organizational level.
D. outcomes organized into individual level,
group/team level, and organizational level.
E. The framework is based on all of these.