Chapter 2: Values and Attiudes

Research tells us that job satisfaction and performance:

Are moderately related •Indirectly influence each other •Better to consider the relationship at the business unit level versus at the individual level

our feelings or opinions about people, places, and objects, and range from positive to negative.

Attitudes:

based on the belief that job satisfaction is partly a function of both personal traits and genetic factors.

Dispositional/Genetic Components:

An affective or emotional response toward various facets of one's job. In other words, it is the extent to which an individual likes his or her job

Job Satisfaction

proposes that satisfaction is determined by the extent to which the characteristics of a job allow an individual to fulfill her or his needs.

Need Fulfillment:

what are the 2 dimension of the Shalom Schwartz

The first dimension ranges from concern for the welfare of others (i.e., self-transcendence) to pursuit of one's own interests (i.e., self-enhancement). The second dimension ranges from self-directed independence (i.e., openness to change) to conformity (i.e., conservation).

understanding, appreciation, tolerance, and protection of the welfare of all people and of nature.

Universalism—

The outcomes associated with POS include

employee engagement, organizational commitment, job satisfaction, organizational citizenship behavior, greater trust, innovation, and lower tendency to quit

Managers can foster POS by

treating employees fairly, avoiding political behavior, providing job security, empowering employees, reducing stressors in the work environment, eliminating abusive supervision, and fulfilling the psychological contract.

Values tend to? across generations because ...

vary they are influenced by events occurring during childhood

are values are relatively stable across time and situations?

yes

preservation and enhancement of the welfare of people with whom one is in frequent personal contact.

•Benevolence—

Person Factors:

•Positive or optimistic personalities. •Proactive personality. •Conscientiousness.

Three key general motives predict or at least influence intention and behavior.

1. Attitude toward the behavior—The degree to which a person has a favorable or unfavorable evaluation or appraisal of the behavior in question. 2. Subjective norm—A social factor representing the perceived social pressure for or against the behavior. 3. Perceived behavioral control—The perceived ease or difficulty of performing the behavior, assumed to reflect past experience and anticipated obstacles.

"I feel..."

1.Affective.

"I intend..."

1.Behavioral.

"I believe..."

1.Cognitive

Some workplace attitudes are more potent than others. The following four are especially powerful:

1.Organizational Commitment. 2.Employee Engagement. 3.Perceived Organizational Support. 4.Job Satisfaction.

What Contributes to Employee Engagement?

A mix of: •Organizational Level Factors. •Person Factors. •Environmental Characteristics.

David, an accountant with Brighter Future Corporation, is experiencing job dissatisfaction due to comparing how hard he works and how much he gets paid versus his perception of a coworker's effort and reward. David's dissatisfaction can be explained by ______ model. A.disposition/genetic components B.equity C.need fulfillment D.value attainment E.met expectations

B.equity

Sandra manages the marketing department for the Greener Grass Corporation. In an effort to increase employee engagement, Sandra could try all the following EXCEPT A.Redesign jobs so that workers have variety and feedback. B.Take a class to learn how to be a charismatic leader. C.Try to limit the stressors in the workplace. D.As staff leave, replace them with new hires who score high in pessimism on a personality test. E.Provide recognition to employees who perform well.

D.As staff leave, replace them with new hires who score high in pessimism on a personality test.

Which of the following statements is NOT true about personal values? A.In general, values are relatively stable across time and situations. B.Values tend to vary across generations. C.Schwartz's value theory can be generalized across cultures. D.Values are not motivational in nature. E.Not all values are compatible.

D.Values are not motivational in nature.

The extent to which employees give it their all to their work roles. And includes the feeling of: •Urgency. •Being focused. •Intensity. •Enthusiasm. •"the harnessing of organization members' selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performance."

Employee Engagement

proposes that job satisfaction is a function of how "fairly" an individual is treated at work.

Equity:

pleasure and sensuous gratification for oneself.

Hedonism—

The extent to which an employee identifies with an organization and is committed to its goals. And it leads to •Greater employee retention •Greater motivation in pursuit of organizational goals

Organizational Commitment

"individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization Represents discretionary individual behaviors that are: •Typically not directly or explicitly recognized by the formal reward system. •And can, in the aggregate, promote effective functioning of the organization.

Organizational citizenship behavior (OCB) •This definition highlights two key points: •OCBs are voluntary. •OCBs help work groups and the organization to effectively achieve goals.

the extent to which employees believe their organization values their contributions and genuinely cares about their well-being.

Perceived organizational support (POS):

an outcome of various OB-related processes, such as leadership. Managers conduct attitude surveys to monitor workplace attitudes like job satisfaction and employee engagement, and to determine the causes of employee turnover.

Workplace attitudes:

the difference between what an individual expects to receive from a job, such as good pay and promotional opportunities, and what she or he actually receives. When expectations are greater than what is received, a person will be dissatisfied, while an individual will be satisfied when he or she attains outcomes above and beyond expectations. Research supports the conclusion that met expectations are significantly related to job satisfaction.

met expectations

job satisfaction includes

need fulfillment met expectations value attainment equity disposition and or genetic components

Shalom Schwartz categorized values into two

opposing or bipolar dimensions.

Values stem from

our parents' values, our experiences in childhood and throughout life, and our religious or spiritual beliefs.

In the workplace, one of the simplest levers managers can use to change behavior is information. Management provides information to employees daily. Standard organizational information that can affect motivation includes:

• Reports on the organization's culture. • Announcements of new training programs. • News on key managers. • Updates to human resource programs and policies. • Announcements of new rewards of working for the company.

Organizational Level Factors:

•Career opportunities. •Managing performance. •Organization reputation. •Communication. •Recognition.

•Reduce Cognitive Dissonance by...

•Changing attitudes, behaviors, or both. •Belittle the importance of the inconsistent behavior. •Find consonant elements that outweigh dissonant ones.

OCB's are linked to many benefits For the Organization:

•Higher productivity/efficiency. •Lower costs. •Improved customer satisfaction. •Higher unit-level satisfaction. •Lower turnover.

Turnover is harmful when high-performing employees voluntarily leave the organization. To reduce voluntary turnover:

•Hire people who "fit" with the organization's culture. •Spend time fostering employee engagement. •Provide effective onboarding. •Recognize and reward high-performing employees.

Increasing Employee Commitment. by

•Hire those whose personal values most align with those of the organization. •Guard against managerial breaches of psychological contracts. •Build the level of trust.

OCB's are linked to many benefits For the Individual:

•Improved job satisfaction. •Improved performance ratings. •Reduced intention to quit. •Lower absenteeism •Lower turnover.

Increases in Employee Engagement have been linked to:

•Increased Customer Loyalty and Satisfaction. • •Increased Employee Performance. • •Increased Employee Well-being. • •Greater Financial Performance.

Environmental Characteristics

•Job characteristics—These represent the motivating potential of the tasks we complete at work. For example, people are engaged when their work contains variety and when they receive timely feedback. •Leadership—People are more engaged when their manager is charismatic and when a positive, trusting relationship exists between managers and employees. •Stressors—Stressors are environmental characteristics that cause stress. Engagement is higher when employees are not confronted with a lot of stressors.

Attracting employees whose personal values align with those of the organization yields many benefits.

•Lower employee turnover. •Higher employee retention. •Higher employee engagement. •Increased customer satisfaction.

that 10 broad values guide behavior including:

•Power •Achievement— •Hedonism—pleasure and sensuous gratification for oneself. •Stimulation—excitement, novelty, and challenge in life. •Self-direction •Universalism—understanding, appreciation, tolerance, and protection of the welfare of all people and of nature. •Benevolence—preservation and enhancement of the welfare of people with whom one is in frequent personal contact. •Tradition— •Conformity—restraint of actions, inclinations, and impulses likely to upset or harm others and violate social expectations or norms. •Security.

José is considering volunteering to help his company with its annual food drive. Which of the following is NOT an indicator of whether he will do so? A.José thinks the food bank is a great way to help his community. B.José is already volunteering at the animal shelter. C.José's boss expects him to volunteer. D.José's company gives employees a day off to volunteer. E.The food bank is located close to José's home.

A.José is already volunteering at the animal shelter.

represents the psychological discomfort a person experiences when simultaneously holding two or more conflicting cognitions.

Cognitive Dissonance

restraint of actions, inclinations, and impulses likely to upset or harm others and violate social expectations or norms.

Conformity—

behaviors that harm other employees, the organization as a whole, or organizational stakeholders such as customers and shareholders.

Counterproductive work behavior (CWB

Catherine is walking through the employee parking lot on her way to her office. She notices someone left an empty fast-food bag in the parking lot. Catherine goes out of her way to pick it up and dispose of it. What behavior is Catherine exhibiting? A.psychological contract. B.green behavior. C.withdrawal cognitions. D.CWB. E.OCB.

E.OCB.

The organizing framework for understanding and applying OB is based upon: A.a systems approach. B.using person and environmental factors as inputs. C.processes including individual level, group/team level, and organizational level. D.outcomes organized into individual level, group/team level, and organizational level. E.The framework is based on all of these.

E.The framework is based on all of these.

: the value attainment model proposes that job satisfaction is fostered when jobs and rewards are structured to match employee values.

Value Attainment

abstract ideals that guide one's thinking and behavior across all situations.

Values