OB Info and Notes

Values, Attitudes, Values, Attitudes, Moods, and EmotionsMoods, and Emotions

Dr (Prof) M AmbashankarDr (Prof) M Ambashankar

Dr (Prof) M AmbashankarDr (Prof) M Ambashankar 22

Chapter ObjectivesChapter Objectives

• Describe the nature of work values Describe the nature of work values and ethical values and why they are and ethical values and why they are of critical importance in organizationsof critical importance in organizations

• Understand why it is important to Understand why it is important to understand employees’ moods and understand employees’ moods and emotions on the jobemotions on the job

• Appreciate when and why emotional Appreciate when and why emotional labor occurs in organizationslabor occurs in organizations


Chapter ObjectivesChapter Objectives

• Describe the nature, causes, Describe the nature, causes, theories, and consequences of job theories, and consequences of job satisfactionsatisfaction

• Appreciate the distinction between Appreciate the distinction between affective commitment and affective commitment and continuance commitment and their continuance commitment and their implications for understanding implications for understanding organizational behaviororganizational behavior


Opening Case: Richard Branson is Opening Case: Richard Branson is Never BoredNever Bored

• Is it possible to have fun while Is it possible to have fun while performing a very high stakes performing a very high stakes job?job?

• Richard Branson, Founder and Richard Branson, Founder and CEO of Virgin Group, Ltd.CEO of Virgin Group, Ltd.– ““I don’t think of work as work and I don’t think of work as work and

play as play. It’s all living…. I’m play as play. It’s all living…. I’m living and learning every day.”living and learning every day.”


The Nature of ValuesThe Nature of Values

• One’s personal convictions about One’s personal convictions about what one should strive for in life and what one should strive for in life and how one should behavehow one should behave

WorkValues

EthicalValues


Figure 3.1 Values in the Figure 3.1 Values in the WorkplaceWorkplace

Values

Work Values Ethical Values

Intrinsic WorkValues

Extrinsic WorkValues

JusticeValues

UtilitarianValues

Moral RightsValues


Outcome Expectations and WorkOutcome Expectations and Work

• Comfortable existenceComfortable existence

• Family securityFamily security

• Sense of accomplishmentSense of accomplishment

• Self-respectSelf-respect

• Social recognitionSocial recognition

• Exciting LifeExciting Life


A Comparison of Intrinsic and A Comparison of Intrinsic and Extrinsic Work ValuesExtrinsic Work Values

Intrinsic ValuesIntrinsic Values

• Interesting workInteresting work

• Challenging workChallenging work

• Learning new thingsLearning new things

• Making important Making important contributionscontributions

• Responsibility and Responsibility and autonomyautonomy

• Being creativeBeing creative

Extrinsic ValuesExtrinsic Values

• High payHigh pay

• Job securityJob security

• Job benefitsJob benefits

• Status in wider Status in wider communitycommunity

• Social contactsSocial contacts

• Time with familyTime with family

• Time for hobbiesTime for hobbies


Ethical ValuesEthical Values

• One’s personal convictions about One’s personal convictions about what is right and wrongwhat is right and wrong

Utilitarian

Moral Rights Justice


Code of EthicsCode of Ethics

• Set of formal rules and standards, Set of formal rules and standards, based on ethical values and beliefs based on ethical values and beliefs about what is right and wrong, that about what is right and wrong, that employees can use to make employees can use to make appropriate decisions when the appropriate decisions when the interests of other individuals or interests of other individuals or groups are at stakegroups are at stake

– WhistleblowersWhistleblowers


Work AttitudesWork Attitudes

• Collections of feelings, beliefs, and Collections of feelings, beliefs, and thoughts about how to behave that thoughts about how to behave that people currently hold about their people currently hold about their jobs and organizationsjobs and organizations

Job Satisfaction

Organizational Commitment


Figure 3.2 Components of Figure 3.2 Components of Work AttitudesWork Attitudes

Affective Component

Behavioral Component

Cognitive Component Work Attitudes


Work MoodsWork Moods

• How people feel at the time they How people feel at the time they actually perform their jobs.actually perform their jobs.

• More transitory than values and More transitory than values and attitudes.attitudes.

• Determining factors:Determining factors:– PersonalityPersonality– Work situationWork situation– Circumstances outside of workCircumstances outside of work


Work MoodsWork Moods

PositivePositive

• ExcitedExcited

• EnthusiasticEnthusiastic

• ActiveActive

• StrongStrong

• PeppyPeppy

• ElatedElated

NegativeNegative

• DistressedDistressed

• FearfulFearful

• ScornfulScornful

• HostileHostile

• JitteryJittery

• NervousNervous


EmotionsEmotions

• Intense, short-lived feelings that are Intense, short-lived feelings that are linked to specific cause or linked to specific cause or antecedentantecedent

• Emotions can feed into moodsEmotions can feed into moods

• Emotional laborEmotional labor


EmotionalEmotional LaborLabor

Display Rules

Feeling Rules

Expression Rules


Figure 3.3 Relationships Between Figure 3.3 Relationships Between Values, Attitudes, Moods, and Values, Attitudes, Moods, and

EmotionsEmotions

Values(most stable)

Attitudes(moderately stable)

Moodsand Emotions(most changing)


Figure 3.4 Determinants of Figure 3.4 Determinants of Job SatisfactionJob Satisfaction

JobSatisfaction

WorkSituation

Personality

Values

SocialInfluence


Determinants of Job Satisfaction_1Determinants of Job Satisfaction_1

• PersonalityPersonality– Extroverts tend to have higher levels of Extroverts tend to have higher levels of

job satisfaction than introvertsjob satisfaction than introverts

• ValuesValues– Those with strong intrinsic work values Those with strong intrinsic work values

is more likely than one with weak is more likely than one with weak intrinsic work values to be satisfied with intrinsic work values to be satisfied with a job that is meaningful but requires a job that is meaningful but requires long hours and offer poor paylong hours and offer poor pay



• Work Situation Work Situation – tasks a person performs tasks a person performs – people a jobholder interacts with people a jobholder interacts with – surroundings in which a person works surroundings in which a person works – the way the organization treats the the way the organization treats the

jobholderjobholder



• Social Influence: influence that Social Influence: influence that individuals or groups have on a individuals or groups have on a person’s attitudes and behaviorperson’s attitudes and behavior– CoworkersCoworkers– FamilyFamily– Other reference groups (unions, Other reference groups (unions,

religious groups, friends)religious groups, friends)– CultureCulture


Theories of Job SatisfactionTheories of Job Satisfaction

• The Facet ModelThe Facet Model

• Herzberg’s Motivator-Hygiene TheoryHerzberg’s Motivator-Hygiene Theory

• The Discrepancy ModelThe Discrepancy Model

• The Steady-State TheoryThe Steady-State Theory


The Facet ModelThe Facet Model

• Satisfaction with job facetsSatisfaction with job facets

• Overall job satisfaction = Overall job satisfaction = Satisfaction of each facetSatisfaction of each facet


Table 3.2 Job FacetsTable 3.2 Job Facets

• Ability utilizationAbility utilization• AchievementAchievement• ActivityActivity• AdvancementAdvancement• AuthorityAuthority• Company policies Company policies

and practicesand practices• CompensationCompensation• Co-workersCo-workers• CreativityCreativity• IndependenceIndependence

• Moral valuesMoral values• RecognitionRecognition• ResponsibilityResponsibility• SecuritySecurity• Social serviceSocial service• Social statusSocial status• Human relations Human relations

supervisionsupervision• Technical supervisionTechnical supervision• VarietyVariety• Working conditionsWorking conditions


Herzberg’s Motivator-Hygiene Theory of Job Herzberg’s Motivator-Hygiene Theory of Job SatisfactionSatisfaction

• Focuses on the effects of certain Focuses on the effects of certain types of job facetstypes of job facets

• Everyone has two sets of needs or Everyone has two sets of needs or requirementsrequirements

Motivator Needs Hygiene Needs


Herzberg’s Motivator-Hygiene TheoryHerzberg’s Motivator-Hygiene Theory

• When When motivator needsmotivator needs are met, are met, workers will be satisfied; when these workers will be satisfied; when these needs are not met, workers will not needs are not met, workers will not be satisfied.be satisfied.

• When When hygiene needshygiene needs are met, are met, workers will not be dissatisfied; when workers will not be dissatisfied; when these needs are not met, workers will these needs are not met, workers will be dissatisfied.be dissatisfied.


Figure 3.5 Two Views of Job Figure 3.5 Two Views of Job SatisfactionSatisfaction


The Discrepancy Model of Job The Discrepancy Model of Job SatisfactionSatisfaction

• To determine how satisfied they are with To determine how satisfied they are with their jobs, workers compare their job to their jobs, workers compare their job to some “ideal job.” This “ideal job” could besome “ideal job.” This “ideal job” could be– What one thinks the job should be likeWhat one thinks the job should be like– What one expected the job to be likeWhat one expected the job to be like– What one wants from a jobWhat one wants from a job– What one’s former job was likeWhat one’s former job was like

• Can be used in combination with the Facet Can be used in combination with the Facet Model.Model.


Determining Satisfaction with the Determining Satisfaction with the Discrepancy and Facet ModelsDiscrepancy and Facet Models

• A) How much (enter job facet) do you A) How much (enter job facet) do you currently have at your job?currently have at your job?

• B) How much (enter job facet) do you B) How much (enter job facet) do you think your job should have? think your job should have?

• The difference between A and B indicates The difference between A and B indicates the level of satisfaction with that facetthe level of satisfaction with that facet

• The differences are summed for an overall The differences are summed for an overall satisfaction scoresatisfaction score


The Steady-State Theory of Job The Steady-State Theory of Job SatisfactionSatisfaction

• Each worker has a typical or Each worker has a typical or characteristic level of job satisfaction, characteristic level of job satisfaction, called the steady state or equilibrium called the steady state or equilibrium level.level.

• Different situational factors or events at Different situational factors or events at work may move a worker temporarily work may move a worker temporarily from this steady state, but the worker from this steady state, but the worker will eventually return to his or her will eventually return to his or her equilibrium level.equilibrium level.


Figure 3.6 Job Satisfaction as a Steady Figure 3.6 Job Satisfaction as a Steady

StateState


Figure 3.7 Sample Items from Popular Figure 3.7 Sample Items from Popular Measures of Job SatisfactionMeasures of Job Satisfaction


Consequences of Job Consequences of Job (Dis)Satisfaction(Dis)Satisfaction

Performance

Absenteeism Turnover


Table 3.3 Determinants of Table 3.3 Determinants of Absence from WorkAbsence from Work

• MotivationMotivation to to attend work is attend work is affected byaffected by– Job satisfactionJob satisfaction– Organization’s Organization’s

absence policyabsence policy– Other factorsOther factors

• AbilityAbility to attend to attend work is affected bywork is affected by– Illness and Illness and

accidentsaccidents– Transportation Transportation

problemsproblems– Family Family

responsibilitiesresponsibilities


Figure 3.8 Mobley’s Model of the Figure 3.8 Mobley’s Model of the Turnover ProcessTurnover Process


Consequences of Job SatisfactionConsequences of Job Satisfaction

OrganizationalCitizenship

Behavior (OCB)

EmployeeWell-Being


Organizational CommitmentOrganizational Commitment

• Feelings and beliefs about the Feelings and beliefs about the employing organization as a wholeemploying organization as a whole– Affective commitmentAffective commitment– Continuance commitmentContinuance commitment

• Affective commitment is more Affective commitment is more positive for organizations than positive for organizations than continuance commitmentcontinuance commitment

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