03 Work Value, Att. & Moods & Emotions

7/29/2019 03 Work Value, Att. & Moods & Emotions

http://slidepdf.com/reader/full/03-work-value-att-moods-emotions 1/38

3-1 ©2005 Prentice Hall

Chapter 3

Values, Attitudes,Moods, and

Emotions




Chapter Objectives

Describe the nature of work values and

ethical values and why they are of critical

importance in organizations Understand why it is important to

understand employees’ moods and

emotions on the job

Appreciate when and why emotional labor occurs in organizations




Chapter Objectives

Describe the nature, causes, theories, and

consequences of job satisfaction

Appreciate the distinction between affectivecommitment and continuance commitment

and their implications for understanding

organizational behavior




Opening Case: Richard Branson

is Never Bored Is it possible to have fun while performing

a very high stakes job?

Richard Branson, Founder and CEO of Virgin Group, Ltd.

– “I don’t think of work as work and play

as play. It’s all living…. I’m living and

learning every day.”

http://www.virgin.com/




The Nature of Values

One’s personal convictions about what one

should strive for in life and how one should

behave

Work

Values

Ethical

Values




Figure 3.1 Values in the Workplace

Values

Work Values Ethical Values

Intrinsic

Work

Values

Extrinsic

Work

Values

Justice

Values

Utilitarian

Values

Moral

Rights

Values




Outcome Expectations and Work

Comfortable existence

Family security

Sense of accomplishment

Self-respect

Social recognition

Exciting Life




Table 3.1 A Comparison of Intrinsic

and Extrinsic Work ValuesIntrinsic Values

Interesting work

Challenging work Learning new things

Making important

contributions

Responsibility andautonomy

Being creative

Extrinsic Values

High pay

Job security Job benefits

Status in wider

community

Social contacts

Time with family

Time for hobbies




Ethical Values

One’s personal convictions about what is

right and wrong

Utilitarian

Moral Rights Justice




Code of Ethics

Set of formal rules and standards, based on

ethical values and beliefs about what is right

and wrong, that employees can use to makeappropriate decisions when the interests of

other individuals or groups are at stake

– Whistleblowers

http://www.iit.edu/departments/csep/PublicWWW/codes/management.html




Work Attitudes

Collections of feelings, beliefs, and

thoughts about how to behave that people

currently hold about their jobs andorganizations

Job

Satisfaction

Organizational

Commitment




Figure 3.2 Components of

Work Attitudes

Affective Component

Behavioral Component

Cognitive Component Work Attitudes




Work Moods

How people feel at the time they actuallyperform their jobs.

More transitory than values and attitudes. Determining factors:

– Personality

– Work situation – Circumstances outside of work




Work Moods

Positive

Excited

Enthusiastic

Active

Strong

Peppy Elated

Negative

Distressed

Fearful

Scornful

Hostile

Jittery Nervous




Emotions

Intense, short-lived feelings that are linked

to specific cause or antecedent

Emotions can feed into moods

Emotional labor




Emotional Labor

Display Rules

Feeling Rules

Expression Rules




Figure 3.3 Relationships Between Values,

Attitudes, Moods, and Emotions

Values(most stable)

Attitudes(moderately stable)

Moods

and Emotions(most changing)




Figure 3.4 Determinants of

Job Satisfaction

Job

Satisfaction

Work

Situation

Personality

Values

Social

Influence




Determinants of Job Satisfaction_1

Personality

– Extroverts tend to have higher levels of

job satisfaction than introverts Values

– Those with strong intrinsic work values ismore likely than one with weak intrinsic

work values to be satisfied with a job thatis meaningful but requires long hours andoffer poor pay





Work Situation

– tasks a person performs

– people a jobholder interacts with – surroundings in which a person works

– the way the organization treats the

jobholder





Social Influence: influence that individuals or

groups have on a person’s attitudes and

behavior – Coworkers

– Family

– Other reference groups (unions, religious

groups, friends)

– Culture




Theories of Job Satisfaction

The Facet Model

Herzberg’s Motivator -Hygiene Theory

The Discrepancy Model The Steady-State Theory




The Facet Model

Satisfaction with job facets

Overall job satisfaction =

Satisfaction of each facet




Table 3.2 Job Facets

Ability utilization

Achievement

Activity

Advancement

Authority

Company policies and

practices

Compensation

Co-workers

Creativity

Independence

Moral values

Recognition

Responsibility

Security

Social service

Social status

Human relations

supervision

Technical supervision

Variety

Working conditions




Herzberg’s Motivator -Hygiene

Theory of Job Satisfaction Focuses on the effects of certain types of

job facets

Everyone has two sets of needs or requirements

Motivator Needs Hygiene Needs




Herzberg’s Motivator -Hygiene Theory

When motivator needs are met, workers will

be satisfied; when these needs are not met,

workers will not be satisfied. When hygiene needs are met, workers will

not be dissatisfied; when these needs are

not met, workers will be dissatisfied.




Figure 3.5 Two Views of Job

Satisfaction




The Discrepancy Model of Job

Satisfaction To determine how satisfied they are with

their jobs, workers compare their job tosome “ideal job.” This “ideal job” could be

– What one thinks the job should be like

– What one expected the job to be like

– What one wants from a job

– What one’s former job was like Can be used in combination with the Facet

Model.




Determining Satisfaction with the

Discrepancy and Facet Models A) How much (enter job facet) do you

currently have at your job?

B) How much (enter job facet) do you thinkyour job should have?

The difference between A and B indicates

the level of satisfaction with that facet

The differences are summed for an overall

satisfaction score




The Steady-State Theory of Job

Satisfaction Each worker has a typical or characteristic

level of job satisfaction, called the steady

state or equilibrium level. Different situational factors or events at

work may move a worker temporarily from

this steady state, but the worker will

eventually return to his or her equilibriumlevel.




Figure 3.6 Job Satisfaction as a

Steady State




Figure 3.7 Sample Items from Popular

Measures of Job Satisfaction




Consequences of Job

(Dis)Satisfaction

Performance

Absenteeism Turnover




Table 3.3 Determinants of

Absence from Work Motivat ion to attend

work is affected by

– Job satisfaction

– Organization’s

absence policy

– Other factors

Abi l i ty to attend work

is affected by

– Illness and

accidents

– Transportation

problems

– Family

responsibilities




Figure 3.8 Mobley’s Model of the

Turnover Process




Consequences of Job Satisfaction

Organizational

Citizenship

Behavior (OCB)

Employee

Well-Being




Organizational Commitment

Feelings and beliefs about the employing

organization as a whole

– Affective commitment – Continuance commitment

Affective commitment is more positive for

organizations than continuance commitment



3 38 ©2005 Prentice Hall

Staples employeesdemonstrate

commitment

through

participation infundraising

activities

for the

United Way

http://www.national.unitedway.org/

03 Work Value, Att. & Moods & Emotions

Documents

Transcript of 03 Work Value, Att. & Moods & Emotions