This document discusses values, attitudes, and job satisfaction. It defines values and attitudes, and describes how values influence attitudes. It also explores the relationship between attitudes, job satisfaction, and employee performance, finding that job satisfaction can affect individual productivity, organizational productivity, absenteeism, turnover, and organizational citizenship behavior. Finally, it discusses measuring job satisfaction and potential employee responses to job dissatisfaction.

1. Values, Attitudes, and Job Satisfaction Chapter 3 MA. STELLA M.FRIAS MME Prof Jo B. Bitonio ME 217 HBO

2. The Importance of Values Chapter 3 Judgment Content Intensity Stability

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. Chapter 3 Types of Values Terminal Values Instrumental Values

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. Power Distance Individualism or Collectivism Quantity or Quality of Life Uncertainty Avoidance Long-Term or Short-Term Chapter 3 Values Across Cultures

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. Attitudes Positive or negative feelings concerning objects, people, or events. Less stable than values Chapter 3

9. What Are Attitudes? Cognitive component Affective component Behavioral component Chapter 3

10. Types of Attitudes Job satisfaction Job involvement Organizational commitment Chapter 3

11. Chapter 3 Importance of the Elements Cognitive Dissonance Degree of Personal Influence Rewards Involved

12. Attitude-Behavior Relationship Importance Specificity Accessibility Social pressures Direct experience Chapter 3 Moderating Variables Behavioral Influence High Low

13. Job Satisfaction and Employee Performance Satisfaction Affects – Individual Productivity –Organizational Productivity –Absenteeism –Turnover –Organizational Citizenship Behaviour Chapter 3

14. Attitudes and Workforce Diversity Chapter 3 Diversity Training Volunteer Work

15. Chapter 3 Measuring Job Satisfaction Single Global Rating Summing up Job Facets

16. Chapter 3 Job Satisfaction and Employee Performance Productivity Absenteeis m Turnover

17. Job Satisfaction and Employee Performance Satisfaction Affects – Individual Productivity –Organizational Productivity –Absenteeism –Turnover –Organizational Citizenship Behaviour Chapter 3

18. Responses to Job Dissatisfaction Chapter 3 Destructive Active Passive Constructive Exit Voice Neglect Loyalty

19. Summary and Implications Values strongly influence a person’s attitudes. • An employee’s performance and satisfaction are likely to be higher if his or her values fit well with the organization. • Managers should be interested in their employees’ attitudes because attitudes give warning signs of potential problems and because they influence behaviour. Chapter 3

20. Thank you Chapter 3