Survey
* Your assessment is very important for improving the workof artificial intelligence, which forms the content of this project
* Your assessment is very important for improving the workof artificial intelligence, which forms the content of this project
Carolyn Sherif wikipedia , lookup
Interpersonal attraction wikipedia , lookup
Social tuning wikipedia , lookup
Interpersonal relationship wikipedia , lookup
Social perception wikipedia , lookup
Impression formation wikipedia , lookup
Vested interest (communication theory) wikipedia , lookup
Implicit attitude wikipedia , lookup
Attitude (psychology) wikipedia , lookup
MGTO 121 Organizational Behavior Values, Attitudes, and Job Satisfaction Dr. Kin Fai Ellick Wong Outline Values Attitudes Concepts and Implications for OB Concepts and Implications for OB Job Satisfaction Relationships with various OB DVs Values Values 大仇不報非君子 vs. 大人不記小人過 人之初,性本善 vs. 人之初,性本惡 寧縱無枉 vs. 寧枉無縱 偏愛 (儒家) vs. 博愛 (墨家, 基督教) 寧我去負天下人, 休教天下人負我 (曹操) 大丈夫不能流芳百世, 亦當遺嗅萬年(桓溫) 攻城為下, 攻心為上 (馬謖) Definition 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 They contain a judgmental element in that they carry an individual’s ideas as to what is right, good, or desirable Relatively (as compared with attitudes) enduring and stable Value system A hierarchy based on a ranking of an individual’s values in terms of their intensity Importance of values They lay the foundation for the understanding of attitudes and motivation because they influence people’s perceptions Certain behaviors or outcomes in organizations are preferred over others Values generally influence attitudes and behavior Types of values Terminal values Desirable end-states of existence: the goals that a person would like to achieve during his or her lifetime • E.g., an exciting life, freedom, social recognition Instrumental values Preferable modes of behavior or means of achieving one’s terminal values • E.g., clean, ambitious, capable, honest, logical Mean value ranking of executives, union members, and activists Exhibit 3-2 Dominant work values in today’s workforce Exhibit 3-3 Values across cultures Five value dimensions of national culture: Power distance Individualism vs. collectivism Quantity of life vs. quality of life Uncertainty avoidance Long-term vs. short-term orientation See exhibit 3-4 Implications for OB To increase the compatibility between the employees and the jobs, their values should be considered E.g. (1), There are so many capable female employees. Unfortunately, they often resign after a baby is born. How can we attract them to stay? E.g. (2), From exhibit 3-2, we see that union members are highly concerned with family security. On the basis of this information, how can we develop a compensation system that is particularly attractive to them? For international management, we need to know, understand, and respect values of employees from different nations E.g., way of using salary in Indonesia: Local Indonesians, Dutch, and Chinese Research findings from the US may not be applicable to other countries Attitudes Attitudes 十五年前 我愛穿籮蔔褲 我討厭讀書 我對大學教授沒有好感 現在 穿籮蔔褲很老土 我喜愛讀書 方知大學教授大都學問淵博 Definition Evaluative statements or judgments concerning objects, people, or events Relatively (compared with values) less enduring and stable Three components • Cognitive component • Affective component • Behavioral component Types of attitudes in OB Job satisfaction An individual’s general attitude toward his or her job 我喜愛我的工作 Job involvement The degree to which a person identifies psychologically with his or her job, actively participates in it, and considers his or her performance important to self-worth 我會工作至廢寢忘餐 Organizational commitment The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization 我以能成為XX公司的一分子為榮 Implications to OB Attitude – Behavior relationship Previous research found a weak A-B relationship Recent research suggests that the A-B relationship is stronger when attitudes are • • • • • important specific accessible without social pressure Directly experienced Attitude changes Cognitive dissonance theory Self-perception theory Cognitive dissonance theory Cognitive dissonance: Any incompatibility between two or more attitudes or between behavior and attitudes(知知不下, 知行不一) E.g., A tobacco executive who is not a smoker Any form of inconsistency is uncomfortable and that individuals will attempt to reduce the dissonance and hence the discomfort They will seek a stable state in which there is a minimum of dissonance Solutions to reduce the dissonance Adjust the behavior or the attitude • Smoking is not as bad as what research findings have described • 一個班長的故事 No change: when the inconsistency is not important, is not controllable, and is associated with high rewards Self-perception theory Attitudes are used after the fact to make sense out of an action that has already occurred 牌子的故事 Underpayment and job satisfaction How can we assess employees’ attitude? Attitude surveys Eliciting responses from employees through questionnaires about how they feel about their jobs, work groups, supervisors, and the organization See exhibit 3-5 Job satisfaction Job satisfaction and productivity Happy workers are productive workers? At Individual level • The answer seems to be No; rather it seems to be that productive workers are happy worker. (see Myth or Science, p. 77) At organizational level • It seems that organizations with more happy employees are more effective than those with less satisfied employees Satisfaction and absenteeism Negatively correlated The relationship is moderate Satisfaction and turnover Negatively correlated The relationship is stronger than that between satisfaction and absenteeism Satisfaction and OCB A modest positive relationship The relationship is related to perceived justice and trust of the supervisor