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LEC.-4ORGANIZATIONAL BEHAVIOR
Learning,Values,
Attitudes, and Job
Satisfaction
AFTER STUDYING CHAPTER THREE AND LISTENING TO MY LECTUER, YOU SHOULD BE ABLE TO:
1. Learning Theories.
2. Contrast terminal and instrumental values.
3. List the dominant values in today’s workforce.
4. Identify the five value dimensions of national culture.
5. Contrast the three components of an attitude.
6. Summarize the relationship between attitudes and behavior.
7. Identify the role consistency plays in attitudes.
AFTER STUDYING CHAPTER THREE AND LISTENING TO MY LECTUER, YOU SHOULD BE ABLE TO:
7. State the relationship between job satisfaction and behavior.
8. Identify four employee responses to dissatisfaction.
learning
A relatively permanent change in behavior that occur as a result of
a persons interaction with the environment.
Learning explicit and tacit knowledge
Tacit Knowledge:
Knowledge embedded in our actions and ways of thinking and transmitted only through observation and
experience.
Explicit Knowledge:
Knowledge is organized and can be communicated from one person to another.
There are four main ways of learning explicit and tacit:
Reinforcement. Feedback. Social Learning. Direct Experience.
Learning theories
Cognitive Learning:Cognitive Learning:Learning through problem solving involving conscious though.Learning through problem solving involving conscious though.
Behavioral Learning:Behavioral Learning:A approach to learning which only takes observable events into A approach to learning which only takes observable events into account.account.
Classical conditioning:Classical conditioning:Learning through association of a neutral stimulus with a conditioned Learning through association of a neutral stimulus with a conditioned stimulus.stimulus.
Operant conditioning:Operant conditioning:Learning which occur when certain behavior increases in frequency Learning which occur when certain behavior increases in frequency due to its reinforcing consequence.due to its reinforcing consequence.
A consequences of behavior that Increases the likelihood of that behavior
Re-occurring.
Positive Reinforcement:
A consequences of behavior that consist of gaining
A reward.
Negative Reinforcement:
Behavior that is rewarded by removing an aversive situation.
Punish:
The pairing of aversive stimulusWith an undesirable act.
Reinforcement:
Extinction:Occur when target behavior
decreases because no consequences follow it.
Values
Importance of Values in OB
Values are important to the study of organizational behavior because they lay the foundations for the understanding of attitudes and motivation and because they influence our perceptions.
Example: Suppose you enter an organization with the view that allocating pay on the basis of performance is right, while allocating pay on the basis of seniority is wrong. How are you going to react if you find that the organization you have just joined rewards seniority and not performance? You are likely to be disappointed and that leads to job dissatisfaction. Would your attitude be different if your values aligned with the organization’s pay policies? Most likely.
Types of Values – Rokeach Value Survey
Values in the
Rokeach Survey
Values in the
Rokeach Survey(cont’d)
Mean Value Rankings of
Executives, Union Members, and
Activists
Dominant Work Values in Today’s Workforce
Values, Loyalty, and Ethical Behavior
Ethical Climate inEthical Climate inthe Organizationthe Organization
Ethical Climate inEthical Climate inthe Organizationthe Organization
Ethical Values and Ethical Values and Behaviors of Behaviors of
LeadersLeaders
Hofstede’s Framework for Assessing Cultures
PowerDistance
Collectivisms Individualism
QualityOf life
QuantityOf life
Uncertaintyavoidance
Long-termorientation
Short-termoriented
The GLOBE
Framework
for 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
Attitudes
Types of Attitudes
Job Satisfaction
Job Involvement
OrganizationalCommitment
The 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
Measuring the A-B Relationship
Recent research indicates that the attitudes (A) significantly predict behaviors (B) when moderating
variables are taken into account.
Self-Perception Theory
An Application: Attitude Surveys
Job Satisfaction Measuring Job Satisfaction
Single global rating Summation score
How Satisfied Are People in Their Jobs? Job satisfaction declined to 50.7% in 2000 Decline attributed to:
Pressures to increase productivity Less control over work
The Effect of Job Satisfaction on Employee Performance
Satisfaction and Productivity
Satisfaction and Turnover
Satisfaction and Absenteeism
Responses to Job Dissatisfaction
How Employees Can Express Dissatisfaction
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.
Organizational Values and Work Values
What are organizational Values?
What are work values?
Organizational Values
Power Elitism (superiority) Rewards Effectiveness Efficiency Fairness Teamwork Law and Order Defense Competitiveness Opportunism
Work Values Commitment Self-Motivation Integrity Hard Work Trust Achievement Contentment Career progress