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Values
ValuesBasic convictions that aspecific mode of conduct orend-state of existence is
personally or sociallypreferable to an opposite orconverse mode of conduct orend-state of existence.
Value System
A hierarchy based on a ranking of anindividuals values in terms of their intensity.
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Characteristics
Judgmental element - what is right, good,or desirable.
Values have both content and intensityattributes.
Values are not generally fluid and flexible.They tend to be relatively stable andenduring.
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Importance of Values
Provide understanding of the attitudes,motivation, and behaviors of individuals and
cultures.
Influence our perception of the world aroundus.
Represent interpretations of right and
wrong.
Imply that some behaviors or outcomes are
preferred over others.
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Types of Values Rokeach Value
Survey
Terminal Values
Desirable end-states of existence; the goals that a
person would like to achieve during his or her
lifetime. e.g.: A comfortable life, Equality, National
Security, Self-respect
Instrumental ValuesPreferable modes of behavior or means of achieving
ones terminal values. e.g.: Ambitious, Courageous, and
Obedient
Milton Rokeach created the Rokeach Value Surveyconsisting of two sets of values, with each containing 18
individual value items.
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Dominant Work Values in Todays
Workforce
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Hofstedes Framework for
Assessing Cultures
Power Distance
The extent to which a society accepts that
power in institutions and organizations is
distributed unequally.
Low Distance: Relatively equal distribution
High Distance: Extremely unequal distribution
To analyze variations among cultures a research was done
in late 1970s by Greet Hofstede. He surveyed more than
1,16,000 IBM employees in 40 countries about their work-
related values.
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Hofstedes Framework (contd)
Collectivism
A tight socialframework in which
people expect others ingroups of which theyare a part to look afterthem and protectthem.
Individualism
The degree to whichpeople prefer to act
as individuals ratherthan a member ofgroups.
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Hofstedes Framework (contd)
Achievement
The extent to which societal valuesare characterized by assertiveness,
materialism and competition.
Nurturing
The extent to which societalvalues emphasize relationshipsand concern for others.
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Hofstedes Framework (contd)
Uncertainty Avoidance
The extent to which a
society feels threatened byuncertain and ambiguoussituations and tries to avoidthem.
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Hofstedes Framework (contd)
Long-term Orientation
A national culture attributethat emphasizes the future,
thrift, and persistence.
Short-term Orientation
A national culture attribute
that emphasizes the pastand present, respect fortradition, and fulfilling socialobligations.
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The
GLOBEFramework
for
Assessing
Cultures
Assertiveness
Future Orientation
Gender differentiation
Uncertainty avoidance
Power distance
Individual/collectivism
In-group collectivism
Power orientation
Humane orientation
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Attitudes
Attitudes
Evaluative
statementsor
judgmentsconcerning
objects,people, orevents.
Affective ComponentThe emotional or feelingsegment of an attitude.
Cognitive componentThe opinion or beliefsegment of an attitude.
Behavioral ComponentAn intention to behave in acertain way toward someone orsomething.
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Types of Attitudes
Job Involvement
Identifying with the job, activelyparticipating in it, and consideringperformance important to self-worth.
Organizational CommitmentIdentifying with a particularorganization and its goals, andwishing to maintain membership in
the organization.
Job SatisfactionA collection of positive and/or negative feelingsthat an individual holds toward his or her job.
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The Theory of Cognitive Dissonance
Desire to reduce dissonance Importance of elements creating dissonance
Degree of individual influence over elements
Rewards involved in dissonance
Leon Festinger, in the late 1950s, proposed the theory of
cognitive dissonance, seeking to explain the linkage between
attitudes and behavior. He argued that any form of
inconsistency is uncomfortable and that individuals will attempt
to reduce the dissonance.
Dissonance means an inconsistency.
Cognitive Dissonance: Any incompatibility between two or
more attitudes or between behavior and attitudes.
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Measuring the A-B Relationship
Early research on attitudes and common sense assumed a causal
relationship to behavior.
In the late 1960s, this assumed relationship between attitudes and
behavior (A-B) was challenged.
Recent research indicates that attitudes (A) significantly predict
behaviors (B) when moderating variables are taken into account.
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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Self-Perception Theory
Attitudes are used after the fact to make sense
out of an action that has already occurred.
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An Application: Attitude Surveys
Attitude Surveys
Eliciting responses from employees through questionnaires
about how they feel about their jobs, work groups, supervisors,
and the organization.
Using Attitude Surveys on regular basis provides managers
with valuable feedback on how employees perceive their
working conditions.
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Job Satisfaction
Measuring Job Satisfaction Single global rating
Asking individuals to respond to one question, such as
All things considered, how satisfied are you with your
job?
Summation score
It identifies key elements in a job and asks for the
employees feelings about each one ranked on a
standardized scale.
Typical factors that would be included are the nature ofthe work, supervision, present pay, promotion
opportunities, and relations with co-workers.
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The Effect of Job 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 retain high performers
and to weed out lower performers.
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Job Satisfaction and OCB
Satisfaction and Organizational Citizenship
Behavior (OCB)
Satisfied employees who feel fairly treated by
and are trusting of the organization are morewilling to engage in behaviors that go beyond
the normal expectations of their job.
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Job Satisfaction and Customer
Satisfaction
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.
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Responses to Job Dissatisfaction
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How Employees Can Express
Dissatisfaction
Exit
Behavior directedtoward leaving theorganization.
Voice
Active andconstructive attemptsto improveconditions.
Neglect
Allowing conditionsto worsen.
Loyalty
Passively waiting forconditions to improve.