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8/3/2019 Attitude,Job Satisfaction
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ORGANIZATIONAL BEHAVIORORGANIZATIONAL BEHAVIOR
Values, Attitudes and Job Satisfaction
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AFTER STUDYING CHAPTER THREE AND LISTENING
TO MY LECTUER, YOU SHOULD BE ABLE TO:
AFTER STUDYING CHAPTER THREE AND LISTENING
TO MY LECTUER, YOU SHOULD BE ABLE TO:
1. Contrast terminal and instrumental values.
2. List the dominant values in todays workforce.
3. Identify the five value dimensions of national
culture.4. Contrast the three components of an attitude.
5. Summarize the relationship between attitudes
and behavior.
6. Identify the role consistency plays in attitudes.LE
ARNI
N
G
OBJ
E
C
T
IV
E
S
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AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:
7. State the relationship between job satisfaction
and behavior.
8. Identify four employee responses to
dissatisfaction.
LE
ARN
ING
OBJ
E
C
T
IV
ES
(contd)
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Values
Values
Values define what is good or
bad, right or wrong.
They tend to be broad viewsof life and are influenced by
parents, teachers, peer groups
etc.
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Features of Values
Features of Values
Values contain a judgmental element.
They are emotionally charged priorities and are
passionately defended.
They are moralistic in nature.
They are relatively permanent and very difficult to
change.
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Types of Values - Rokeach Value Survey
Types of Values - Rokeach Value Survey
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Values in
the
Rokeach
Survey
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Values in
the
Rokeach
Survey
(contd)
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Mean Value Rankings of
Executives, UnionM
embers,and Activists
Mean Value Rankings of
Executives, UnionM
embers,and Activists
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Dominant Work Values in Todays WorkforceDominant Work Values in Todays Workforce
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Value CongruenceValue Congruence
Value Congruence occurs when individuals express
positive feelings upon encountering others whoexhibit values similar to their own.
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Hofstedes Framework for Assessing CulturesHofstedes Framework for Assessing Cultures
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Hofstedes Framework (contd)Hofstedes Framework (contd)
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Hofstedes Framework (contd)Hofstedes Framework (contd)
Masculinity
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Hofstedes Framework (contd)Hofstedes Framework (contd)
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The GLOBE
Frameworkfor
Assessing
Cultures
The GLOBE
Frameworkfor
Assessing
Cultures
Assertiveness Future Orientation
Gender differentiation
Uncertainty avoidance
Power distance
Individual/collectivism
In-group collectivism
Power orientation
Humane orientation
Assertiveness Future Orientation
Gender differentiation
Uncertainty avoidance
Power distance
Individual/collectivism
In-group collectivism
Power orientation
Humane orientation
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AttitudesAttitudes
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Sources of AttitudesSources of Attitudes
Experience
Association
Family
Peer group
Society
Personality factors
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Types of AttitudesTypes of Attitudes
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Organisational CommitmentOrganisational Commitment
The three dimensions of OrganisationalCommitment are:
1. Affective Commitment: Emotional attachment to
organisation and a belief in its values.
2. Continuance Commitment: Perceived economicvalue of remaining with an organisation rather than
leaving it.
3. Normative Commitment: An obligation to remain withthe organisation for moral and ethical reasons.
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The Theory of Cognitive DissonanceThe Theory of Cognitive Dissonance
Desire to reduce dissonance
Importance of elements creating dissonance
Degree of individual influence over elements
Rewards involved in dissonance
Desire to reduce dissonance
Importance of elements creating dissonance
Degree of individual influence over elements
Rewards involved in dissonance
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Changing AttitudesChanging Attitudes
1. Provide new information.
2. Changing workplace
situation.
3. Employing credible and
knowledgeable
communicators.
4. Using fear-appeals.
5. Using Human Resource
Approach.
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Dealing with Negative AttitudesDealing with Negative Attitudes
Confront negativity
Recognise good performance
Promote loyalty
Communicate well
Glass is half-full
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An Application: Attitude SurveysAn Application: Attitude Surveys
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Sample Attitude SurveySample Attitude Survey
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Job SatisfactionJob Satisfaction
Job Satisfaction is the positive attitude towards onesjob.
How Satisfied Are People in TheirJobs?
Job satisfaction declined to 50.7% in 2000 Decline attributed to:
Pressures to increase productivity
Less control over work
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Sources ofJob SatisfactionSources ofJob Satisfaction
The work itself
Pay
Promotion opportunities
Supervision
Co-workers
Working conditions
Occupation levels
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The Effect ofJob Satisfaction on Employee
Performance
The Effect ofJob Satisfaction on Employee
Performance
Satisfaction and Productivity
Satisfied workers arent 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 cultivate high performers
and to weed out lower performers.
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Responses to Job DissatisfactionResponses to Job Dissatisfaction
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How Employees Can Express DissatisfactionHow Employees Can Express Dissatisfaction
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Job Satisfaction and OCBJob Satisfaction and OCB
Satisfaction and Organizational Citizenship Behavior(OCB)
Satisfied employees who feel fairly treated by and aretrusting of the organization are more willing to engagein behaviors that go beyond the normal expectations of
their job.