Chapter 3 - Attitudes, Values,Ethics & Job Satisfaction
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Transcript of Chapter 3 - Attitudes, Values,Ethics & Job Satisfaction
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04/07/23Prof. Amie Moulik 3–1
Values, Values, Attitudes, & Job Attitudes, & Job
satisfactionsatisfaction
Prof. Amie MoulikProf. Amie Moulik
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1. Contrast terminal and instrumental values.
2. List the dominant values in today’s 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.
Prof. Amie Moulik 3–2
L E
A R
N I
N G
O
B J
E C
T I
V E
S
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7. State the relationship between job satisfaction and behavior.
8. Identify four employee responses to dissatisfaction.
Prof. Amie Moulik 3–3
L E
A R
N I
N G
O
B J
E C
T I
V E
S (
con
t’d
)
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Prof. Amie Moulik 3–4
ValuesValuesValuesValues
Basic conviction: Basic conviction: ““A specific A specific
mode of conduct or end-statemode of conduct or end-state
of existence is of existence is personally or personally or
socially preferablesocially preferable to an to an
opposite or converse mode opposite or converse mode
of conduct or end-state of of conduct or end-state of
existence.”existence.”
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Prof. Amie Moulik 3–5
Values
Basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.
Value System
A hierarchy based on a ranking of an individual’s values in terms of their intensity.
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Provide understanding of the attitudes, motivation, and behaviors of individuals and cultures.
Influence our perception of the world around us.
Represent interpretations of “right” and “wrong.”
Imply that some behaviors or outcomes are preferred over others.
Prof. Amie Moulik 3–6
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Prof. Amie Moulik 3–7
Terminal Values
Desirable end-states of existence; the goals that a person would like to achieve during his or her lifetime.
Instrumental Values
Preferable modes of behavior or means of achieving one’s terminal values.
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Prof. Amie Moulik 3–8
E X H I B I T 3–1E X H I B I T 3–1
Source: M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973).
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Prof. Amie Moulik 3–9
E X H I B I T 3–1 (cont’d)E X H I B I T 3–1 (cont’d)
Source: M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973).
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Prof. Amie Moulik 3–10
E X H I B I T 3–2E X H I B I T 3–2
Source: Based on W. C. Frederick and J. Weber, “The Values of Corporate Managers and Their Critics: An Empirical Description and Normative Implications,” in W. C. Frederick and L. E. Preston (eds.) Business Ethics: Research Issues and Empirical Studies (Greenwich, CT: JAI Press, 1990), pp. 123–44.
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Prof. Amie Moulik 3–11
E X H I B I T 3–3E X H I B I T 3–3
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Prof. Amie Moulik 3–12
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
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Values of middlemiddle andand upper managementupper management bear significantly on the entire ethical climate entire ethical climate within an organization
Prof. Amie Moulik 3–13
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Tenure. Self, relationships, organization.
Prof. Amie Moulik 3–14
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Ethical principles. Utilitarianism: seek the greatest good for the
greatest number of people when choosing among alternatives.
Individual rights. Distributive justice. Moral development & intensity:the individuals
level of maturity regarding ethical decision making.
Ethical Sensitivity:An individuals ability to recognise the presence and determine the importance of an ethical issue.
Prof. Amie Moulik 3–15
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Power distance Individualism vs. collectivism Quantity vs. quality of life Uncertainty avoidance Long-term vs. short-term
orientation
Prof. Amie Moulik 3–16
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Prof. Amie Moulik 3–17
Power Distance
The extent to which a society accepts that power in institutions and organizations is distributed unequally.
low distance: relatively equal distributionhigh distance: extremely unequal distribution
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Prof. Amie Moulik 3–18
Collectivism
A tight social framework in which people expect others in groups of which they are a part to look after them and protect them.
Individualism
The degree to which people prefer to act as individuals rather than a member of groups.
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Prof. Amie Moulik 3–19
Achievement
The extent to which societal values are characterized by assertiveness, materialism and competition.
Nurturing
The extent to which societal values emphasize relationships and concern for others.
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Prof. Amie Moulik 3–20
Uncertainty Avoidance
The extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them.
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Prof. Amie Moulik 3–21
Long-term Orientation
A national culture attribute that emphasizes the future, thrift, and persistence.
Short-term Orientation
A national culture attribute that emphasizes the past and present, respect for tradition, and fulfilling social obligations.
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Prof. Amie Moulik 3–22
• Assertiveness
• Future Orientation
• Gender differentiation
• Uncertainty avoidance
• Power distance
• Individual/collectivism
• In-group collectivism
• Performance orientation
• Humane orientation
• Assertiveness
• Future Orientation
• Gender differentiation
• Uncertainty avoidance
• Power distance
• Individual/collectivism
• In-group collectivism
• Performance orientation
• Humane orientation
E X H I B I T 3–4E X H I B I T 3–4Source: M. Javidan and R. J. House, “Cultural Acumen for the Global Manager:
Lessons from Project GLOBE,” Organizational Dynamics, Spring 2001, pp. 289–305.
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Prof. Amie Moulik 3–23
AttitudesAttitudesAttitudesAttitudes
Evaluative statements – Evaluative statements –
favorable or unfavorable –favorable or unfavorable –
about objects, people, or about objects, people, or
events; reflect how one events; reflect how one
feels about somethingfeels about something
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Prof. Amie Moulik 3–24
Attitudes
Evaluative statements or judgments concerning objects, people, or events.
Affective ComponentThe emotional or feeling segment of an attitude.
Cognitive componentThe opinion or belief segment of an attitude.
Behavioral ComponentAn intention to behave in a certain way toward someone or something.
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Prof. Amie Moulik 3–25
Job InvolvementIdentifying with the job, actively participating in it, and considering performance important to self-worth.
Organizational CommitmentIdentifying with a particular organization and its goals, and wishing to maintain membership in the organization.
Job SatisfactionA collection of positive and/or negative feelings that an individual holds toward his or her job.
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Evidence indicates that the most important factors conducive to job satisfaction are
Mentally challengingchallenging workEquitableEquitable rewardsSupportive working conditionsSupportiveSupportive colleagues
Prof. Amie Moulik 3–26
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Evidence shows that satisfaction’s effect on productivity is fairly smallsmall
Productivity can be increased:More by removing outside constraintsremoving outside constraints than by
influencing satisfactionBy introducing organizational rewardsorganizational rewards for
productivity, such as Verbal RecognitionRecognition PayPay Level Probabilities for PromotionPromotion
Prof. Amie Moulik 3–27
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Early on, OCB was assumed to be closely linked to satisfaction
Recent evidence: Satisfaction influences OCB through perceptions of fairnessperceptions of fairness OutcomesTreatmentProcedures
Prof. Amie Moulik 3–28
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Prof. Amie Moulik 3–29
Cognitive DissonanceCognitive DissonanceCognitive DissonanceCognitive Dissonance
Inconsistencies betweenInconsistencies between
two or more of a person’s two or more of a person’s
attitudes or between a attitudes or between a
person’s behavior and person’s behavior and
attitudesattitudes
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Prof. Amie Moulik 3–30
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
Cognitive Dissonance
Any incompatibility between two or more attitudes or between behavior and attitudes.
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If elements creating dissonance are relatively unimportantunimportant, pressure to correct imbalance will be low
Degree of influenceDegree of influence over the elements will impact how we react to dissonance
RewardsRewards influence the degree that we are motivated to reduce dissonance
Prof. Amie Moulik 3–31
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Social constraintsSocial constraints moderate behavior Although some hold contradictory contradictory
attitudesattitudes, pressures are toward consistency
Other things besides attitudes influence behavior
Attitudes dodo influence behavior
Prof. Amie Moulik 3–32
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Recent research indicates that attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account.
Prof. Amie Moulik 3–33
Moderating Variables
• Importance of the attitude
• Specificity of the attitude
• Accessibility of the attitude
• Social pressures on the individual
• Direct experience with the attitude
Moderating Variables
• Importance of the attitude
• Specificity of the attitude
• Accessibility of the attitude
• Social pressures on the individual
• Direct experience with the attitude
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Prof. Amie Moulik 3–34
Attitudes are used after the fact to make sense out of an action that has already occurred.
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Prof. Amie Moulik 3–35
Attitude Surveys
Eliciting responses from employees through questionnaires about how they feel about their jobs, work groups, supervisors, and the organization.
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Prof. Amie Moulik 3–36
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Training activities that can reshape employee attitudes concerning diversity:Participating in diversity training that
provides for self-evaluation and group discussions.
Volunteer work in community and social serve centers with individuals of diverse backgrounds.
Exploring print and visual media that recount and portray diversity issues.
Prof. Amie Moulik 3–37
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Measuring Job SatisfactionSingle global ratingSummation score
How Satisfied Are People in Their Jobs? Job satisfaction declined to 50.4% in 2002Decline attributed to:
Pressures to increase productivity and meet tighter deadlines
Less control over work
Prof. Amie Moulik 3–38
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Satisfaction and Productivity Satisfied workers aren’t 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 retain high
performers and to weed out lower performers.
Prof. Amie Moulik 3–39
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Prof. Amie Moulik 3–40
Exit
Behavior directed toward leaving the organization.
Voice
Active and constructive attempts to improve conditions.
Neglect
Allowing conditions to worsen.
Loyalty
Passively waiting for conditions to improve.
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Prof. Amie Moulik 3–41
E X H I B I T 3–5E X H I B I T 3–5Source: C. Rusbult and D. Lowery, “When Bureaucrats Get the Blues,” Journal
of Applied Social Psychology. 15, no. 1, 1985:83. Reprinted with permission.
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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.
Prof. Amie Moulik 3–42
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Satisfied employees increase customer satisfaction because:They are more friendly, upbeat, and
responsive.They are less likely to turnover which helps
build long-term customer relationships.They are experienced.
Dissatisfied customers increase employee job dissatisfaction.
Prof. Amie Moulik 3–43