This document discusses values, attitudes, and job satisfaction. It covers key topics such as: - Definitions of values and value systems, and the importance of values in understanding behavior. - Frameworks for assessing cultures, including Hofstede's model of cultural dimensions and the GLOBE framework. - Definitions of attitudes and their cognitive, affective, and behavioral components. Types of attitudes like job involvement and organizational commitment. - Theories of cognitive dissonance and measuring the relationship between attitudes and behaviors. - Factors that influence job satisfaction like productivity, absenteeism, and turnover. How employees can express dissatisfaction through exit, voice, loyalty, or neglect.

1. 3–1
Values, Attitudes, and
Job Satisfaction
S P Robbins

2. 3–2
VVaalluueess
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.

3. IImmppoorrttaannccee ooff VVaalluueess
 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.
3–3

4. 3–4
Types Types ooff VVaalluueess ––-- RRookkeeaacchh VVaalluuee SSuurrvveeyy
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.

5. Source: M. Rokeach, The Nature of Human
Values (New York: The Free Press, 1973).
3–5
Values in
Values in
the
Rokeach
Survey
the
Rokeach
Survey
EE X X H H I BI B I TI T 3 –31–1

6. Source: M. Rokeach, The Nature of Human
Values (New York: The Free Press, 1973).
3–6
Values in
Values in
the
Rokeach
Survey
(cont’d)
the
Rokeach
Survey
(cont’d)
E X H E X H I BI B I TI T 3 –31– 1( c(oconnt’td’d) )

7. 3–7
Mean Value Rankings of
Mean Value Rankings of
Executives, Union
Members, and Activists
Executives, Union
Members, and Activists

8. 3–8
Dominant Dominant WWoorrkk VVaalluueess iinn TTooddaayy’’ss WWoorrkkffoorrccee

9. 3–9
Values, Values, LLooyyaallttyy,, aanndd EEtthhiiccaall BBeehhaavviioorr
EEtthhiiccaall VVaalluueess aanndd
BBeehhaavviioorrss ooff
LLeeaaddeerrss
EEtthhiiccaall CClliimmaattee iinn
tthhee OOrrggaanniizzaattiioonn
EEtthhiiccaall CClliimmaattee iinn
tthhee OOrrggaanniizzaattiioonn

10. 3–10
Hofstede’s Framework Hofstede’s Framework ffoorr AAsssseessssiinngg CCuullttuurreess
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

11. 3–11
HHooffsstteeddee’’ss FFrraammeewwoorrkk ((ccoonntt’’dd))
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.

12. 3–12
HHooffsstteeddee’’ss FFrraammeewwoorrkk ((ccoonntt’’dd))
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.

13. 3–13
HHooffsstteeddee’’ss FFrraammeewwoorrkk ((ccoonntt’’dd))
Uncertainty Avoidance
The extent to which a society feels threatened by
uncertain and ambiguous situations and tries to
avoid them.

14. 3–14
HHooffsstteeddee’’ss FFrraammeewwoorrkk ((ccoonntt’’dd))
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.

15. 3–15
The GLOBE
Framework
The GLOBE
Framework
for
for
Assessing
Cultures
Assessing
Cultures
• 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
Source: M. Javidan and R. J. House, “Cultural Acumen for the Global Manager: EE X X H H I BI B I TI T 3 –34–4
Lessons from Project GLOBE,” Organizational Dynamics, Spring 2001, pp. 289–305.

16. 3–16
AAttttiittuuddeess
Attitudes
Evaluative
statements or
judgments
concerning
objects,
people, or
events.
Cognitive component
The opinion or belief segment
of an attitude.
Affective Component
The emotional or feeling segment
of an attitude.
Behavioral Component
An intention to behave in a certain
way toward someone or something.

17. Job Satisfaction
A collection of positive and/or negative feelings that an
individual holds toward his or her job.
3–17
TTyyppeess ooff AAttttiittuuddeess
Job Involvement
Identifying with the job, actively participating in it, and
considering performance important to self-worth.
Organizational Commitment
Identifying with a particular organization and its
goals, and wishing to maintain membership in the
organization.

18. 3–18
TThhee TThheeoorryy ooff CCooggnniittiivvee DDiissssoonnaannccee
Cognitive Dissonance
Any incompatibility between two or more attitudes
or between behavior and attitudes.
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

19. 3–19
MMeeaassuurriinngg tthhee AA--BB RReellaattiioonnsshhiipp
 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
Moderating Variables
• Importance of the attitude
• Specificity of the attitude
• Accessibility of the attitude
• Social pressures on the individual
• Direct experience with the attitude

20. 3–20
SSeellff--PPeerrcceeppttiioonn TThheeoorryy
Attitudes are used after the fact to make sense
out of an action that has already occurred.
AAnn AApppplliiccaattiioonn:: AAttttiittuuddee SSuurrvveeyyss
Attitude Surveys
Eliciting responses from employees through questionnaires
about how they feel about their jobs, work groups,
supervisors, and the organization.

21. 3–21
SSaammppllee AAttttiittuuddee SSuurrvveeyy

22. 3–22
Attitudes Attitudes aanndd WWoorrkkffoorrccee DDiivveerrssiittyy
 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.

23. 3–23
JJoobb SSaattiissffaaccttiioonn
 Measuring Job Satisfaction
– Single global rating
– Summation score
 How Satisfied Are People in Their Jobs?
– Job satisfaction declined to 50.4% in 2002
– Decline attributed to:
• Pressures to increase productivity and meet tighter
deadlines
• Less control over work

24. 3–24
The Effect of Job Satisfaction on Employee
Performance
The Effect of Job Satisfaction on Employee
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 retain high performers
and to weed out lower performers.

25. 3–25
How Employees How Employees CCaann EExxpprreessss DDiissssaattiissffaaccttiioonn
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.

26. 3–26
RReessppoonnsseess ttoo JJoobb DDiissssaattiissffaaccttiioonn
Source: C. Rusbult and D. Lowery, “When Bureaucrats Get the Blues,” Journal
X H I I 3 –of Applied Social Psychology. 15, no. 1, 1985:83. Reprinted with permission.
EE X H BI B TI T 35–5

27. 3–27
JJoobb SSaattiissffaaccttiioonn aanndd OOCCBB
 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.

28. 3–28
Job Satisfaction Job Satisfaction aanndd CCuussttoommeerr SSaattiissffaaccttiioonn
 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.