The document discusses the significance of values and attitudes in the workplace, highlighting how they influence motivation, behaviors, and job satisfaction. It explores frameworks like Rokeach's value survey and Hofstede’s cultural dimensions, along with the impact of cognitive dissonance on employee engagement. Furthermore, it examines the relationship between job satisfaction and employee performance, emphasizing that satisfied employees contribute positively to organizational outcomes and customer satisfaction.

1. 3–1
Values, Attitudes,
and Job Satisfaction

2. 3–2
Values
Values
Basic beliefs that a specific
mode of conduct or end-state
of existence is personally or
socially preferable to an
opposite or end-state of
existence.
Source of values
Parent, Teacher social values
and political values.

3. 3–3
Importance of Values
 Provide understanding of the attitudes,
motivation, and behaviors of individuals and
cultures.
 Represent interpretations of “right” and “wrong.”
 Imply that some behaviors or outcomes are
preferred over others.

4. 3–4
Types of Values –- Rokeach Value Survey
Terminal Values
Desirable end-states of existence;
the goals that a person would like
to achieve during his or her
lifetime.
Instrumental Values
Preferable modes of behaviour or
means of achieving one’s
terminal values. (The path or trait
a person follows to achieve his
ultimate life goal or terminal
values.)

5. 3–5
Values in
the
Rokeach
Survey
E X H I B I T 3–1
Source: M. Rokeach, The Nature of Human
Values (New York: The Free Press, 1973).

6. 3–6
Values in
the
Rokeach
Survey
(cont’d)
E X H I B I T 3–1 (cont’d)
Source: M. Rokeach, The Nature of Human
Values (New York: The Free Press, 1973).

7. 3–7
Mean Value Rankings of
Executives, Union
Members, and Activists
E X H I B I T 3–2
Source: Based on W. C. Frederick and J. Weber, “The Values of
Corporate Managers and Their Critics: An Empirical Description and
Normative Implications,” in W. C. Frederick and L. E. Preston (eds.)
Business Ethics: Research Issues and Empirical Studies (Greenwich,
CT: JAI Press, 1990), pp. 123–44.

8. 3–8
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
Values assessing culture

9. 3–9
Hofstede’s Framework (cont’d)
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.
Individualism
The degree to which
people prefer to act as
individuals rather
than a member of
groups.

10. 3–10
Hofstede’s Framework (cont’d)
Achievement
The extent to which societal
values are characterized by
assertiveness, materialism and
competition.
Nurturing
The extent to which societal
values emphasize
relationships and concern for
others.

11. 3–11
Hofstede’s Framework (cont’d)
Uncertainty Avoidance
The extent to which a society feels threatened
by uncertain and ambiguous situations and
tries to avoid them.

12. 3–12
Hofstede’s Framework (cont’d)
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.

13. 3–13
The GLOBE
Framework
for
Assessing
Cultures
• Assertiveness
• Future Orientation
• Gender differentiation
• Uncertainty avoidance
• Power distance
• Individual/collectivism
• In-group collectivism
• Performance orientation
• Humane orientation
E X H I B I T 3–4
Source: M. Javidan and R. J. House, “Cultural Acumen for the Global Manager:
Lessons from Project GLOBE,” Organizational Dynamics, Spring 2001, pp. 289–305.

14. 3–14
Attitudes
Attitudes
Evaluative
statements or
judgments
concerning
objects,
people, or
events.
Affective Component
The emotional or feeling
segment of an attitude.
Cognitive component
The opinion or belief segment
of an attitude.
Behavioral Component
An intention to behave in a certain
way toward someone or
something.

15. 3–15
Types of Attitudes
Job Involvement
Identifying with the job, actively participating in it,
and considering performance important to self-
worth.
Organizational Commitment
Identifying with a particular organization and its
goals, and wishing to maintain membership in
the organization.
Job Satisfaction
A collection of positive and/or negative feelings
that an individual holds toward his or her job.

16. 3–16
The Theory of Cognitive Dissonance
Cognitive Dissonance (Leon Festinger)
Any incompatibility between two or more attitudes or
between behaviour and attitudes. cognitive dissonance can
occur when employees' values clash with company practices,
such as an employee valuing honesty while being required to
present misleading information. This dissonance can lead to
reduced motivation, engagement, and job satisfaction as
employees struggle to reconcile their beliefs with their
actions. To mitigate cognitive dissonance, organizations can
promote open communication, align their values with
employee beliefs, and provide support and resources,
fostering a more harmonious work environment and
enhancing overall employee satisfaction and performance

17. 3–17
Measuring the A-B Relationship
 Recent research indicates that attitudes (A)
significantly predict behaviors (B) when
moderating variables are taken into account.

18. 3–18
Self-Perception Theory
Attitudes are used after the fact to make sense out of an
action that has already occurred.
Self-perception theory suggests that individuals form their
attitudes based on their observations of their own behaviour,
especially in situations where their feelings are unclear. For
example, if an employee consistently stays late to complete
tasks, they may conclude that they are committed to their job
and enjoy their work. In organizational settings, this theory
indicates that encouraging positive behaviours such as
teamwork or volunteerism can lead employees to develop
favourable attitudes toward their jobs and the organization.

19. 3–19
An Application: Attitude Surveys
Attitude Surveys
Eliciting responses from employees through
questionnaires about how they feel about their
jobs, work groups, supervisors, and the
organization.

20. 3–20
Sample Attitude Survey

21. 3–21
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.

22. 3–22
Job Satisfaction
 Measuring Job Satisfaction
– Single global rating (more valid)
– Summation score made up of a number of job
facets (less valid)
 How Satisfied Are People in Their Jobs?
– Job satisfaction declined to 50.4%
– Decline attributed to:
• Pressures to increase productivity and meet tighter
deadlines
• Less control over work

23. 3–23
The Effect of Job Satisfaction on Employee
Performance
 Satisfaction and Productivity
– Unsatisfied workers aren’t necessarily more
productive.
– Worker productivity is higher in organizations with
more satisfied workers.
 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.

24. 3–24
How Employees Can Express Dissatisfaction
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.

25. 3–25
Responses to Job Dissatisfaction
E X H I B I T 3–5
Source: C. Rusbult and D. Lowery, “When Bureaucrats Get the Blues,” Journal
of Applied Social Psychology. 15, no. 1, 1985:83. Reprinted with permission.

26. 3–26
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.

27. 3–27
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.