Ch03
- 1. ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
WWW.PRENHALL.COM/ROBBINS
T E N T H E D I T I O N
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- 2. O B J E C T I V E S AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:
1. Contrast terminal and instrumental values.
2. List the dominant values in today’s workforce.
3. Identify the five value dimensions of national
culture.
L E A R N I N G
4. Contrast the three components of an attitude.
5. Summarize the relationship between attitudes
and behavior.
6. Identify the role consistency plays in attitudes.
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- 3. O B J E C T I V E S (cont’d) AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:
7. State the relationship between job satisfaction
and behavior.
8. Identify four employee responses to
dissatisfaction.
L E A R N I N G
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- 5. Types of Values –- Rokeach Value Survey
Types of Values –- Rokeach Value Survey
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- 6. Values in
Values in
the
the
Rokeach
Rokeach
Survey
Survey
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- 7. Values in
Values in
the
the
Rokeach
Rokeach
Survey
Survey
(cont’d)
(cont’d)
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- 8. Mean Value Rankings of
Mean Value Rankings of
Executives, Union Members,
Executives, Union Members,
and Activists
and Activists
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- 9. Dominant Work Values in Today’s Workforce
Dominant Work Values in Today’s Workforce
© 2003 Prentice Hall Inc. EXHIBIT 3-3
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- 10. Values, Loyalty, and Ethical Behavior
Values, Loyalty, and Ethical Behavior
Ethical Values and
Behaviors of Leaders
Ethical Climate in
Ethical Climate in
the Organization
the Organization
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- 11. Hofstede’s Framework for Assessing Cultures
Hofstede’s Framework for Assessing Cultures
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- 16. The GLOBE
The GLOBE
Framework
Framework ••Assertiveness
Assertiveness
for
for ••Future Orientation
Future Orientation
Assessing
Assessing ••Gender differentiation
Gender differentiation
Cultures
Cultures ••Uncertainty avoidance
Uncertainty avoidance
••Power distance
Power distance
••Individual/collectivism
Individual/collectivism
••In-group collectivism
In-group collectivism
••Power orientation
Power orientation
••Humane orientation
Humane orientation
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EX IBIT 3-4
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- 19. The Theory of Cognitive Dissonance
The Theory of Cognitive Dissonance
Desire to reduce dissonance
Desire to reduce dissonance
• •Importance of elements creating dissonance
Importance of elements creating dissonance
• •Degree of individual influence over elements
Degree of individual influence over elements
• •Rewards involved in dissonance
Rewards involved in dissonance
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- 20. Measuring the A-B Relationship
Measuring the A-B Relationship
Recent research indicates that the attitudes (A)
significantly predict behaviors (B) when moderating
variables are taken into account.
Moderating Variables
Moderating Variables
• •Importance of the attitude
Importance of the attitude
• •Specificity of the attitude
Specificity of the attitude
• •Accessibility of the attitude
Accessibility of the attitude
• •Social pressures on the individual
Social pressures on the individual
• •Direct experience with the attitude
Direct experience with the attitude
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- 22. An Application: Attitude Surveys
An Application: Attitude Surveys
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- 24. Job Satisfaction
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
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- 25. The Effect of Job Satisfaction on Employee
The Effect of Job Satisfaction on Employee
Performance
Performance
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 cultivate high performers
and to weed out lower performers.
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- 26. Responses to Job Dissatisfaction
Responses to Job Dissatisfaction
© 2003 Prentice Hall Inc. EXHIBIT 3-6
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- 27. How Employees Can Express Dissatisfaction
How Employees Can Express Dissatisfaction
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- 28. Job Satisfaction and OCB
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.
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