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Chapter 3
Values, Attitudes and Job Satisfaction , and
its effects at workplace
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Values, Attitudes, and Their Effects in the
Workplace
Questions for Consideration
 What are values?
 Identify Hofstede’s five value dimensions of national
culture.
Contrast terminal and instrumental values.
 Why are differences in values important?
 What are attitudes and how are they formed?
 Contrast the three components of an attitude.
 What is job satisfaction?
 Summarize the relationship between attitudes and
behavior
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Values
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.
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Values
 Values
– Basic convictions about what is important to the
individual
– They contain a judgmental element of what is right,
good, or desirable.
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Values vs. Ethics
 Ethics
– The science of morals in human conduct
– Moral principles; rules of conduct
 Ethical Values are related to moral judgments
about right and wrong
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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.
Instrumental Values
Preferable modes of behavior or means of achieving
one’s terminal values.
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Values
– Types of values
• Terminal: Goals that individuals would like to achieve
during their lifetime
• Instrumental: Preferable ways of behaving
– Importance of values
• Values generally influence attitudes and behavior.
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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 around us.
 Represent interpretations of “right” and “wrong.”
 Imply that some behaviors or outcomes are
preferred over others.
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A Framework for Assessing Cultural Values
 Hofstede’s Dimensions
–
–
–
–
–
Power Distance
Individualism Versus Collectivism
Quantity of Life Versus Quality of Life
Uncertainty Avoidance
Long-term versus Short-term Orientation
Hofstede’s 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
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Hofstede’s Framework (cont’d)
Individualism
Collectivism
The degree to which
people prefer to act as
individuals rather than
a member of groups.
A tight social framework in
which people expect
others in groups of which
they are a part to look
after them and protect
them.
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Hofstede’s Framework (cont’d)
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.
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Hofstede’s Framework (cont’d)
Uncertainty Avoidance
The extent to which a society feels threatened by
uncertain and ambiguous situations and tries to
avoid them.
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Hofstede’s Framework (cont’d)
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.
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Examples of National Cultural Values
East and Southeast Asian Values
 North America
 East and Southeast
Asia
– Networked relations:  Relations based on
based on self-interest
reciprocation
– Relationships viewed
– Relationships meant to be
with immediate gains
long-term and enduring
– Enforcement relies on
– Enforcement relies on
institutional law
personal power and
– Governed by guilt
authority
(internal pressures on
– Governed by shame
performance)
(external pressures on
performance)
Attitudes
 Positive or negative feelings concerning objects,
people, or events.
 Less stable than values
Attitudes
Attitudes
Evaluative
statements or
judgments
concerning
objects,
people, or
events.
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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.
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Advice to Managers
 Do not assume that most workers have strong
intrinsic work values just because you do.
 Realize that any attempt you make to improve
attitudes, motivation, or performance will be most
effective when the change you implement is
consistent with workers’ values.
 Make the work environment pleasant and attractive to
help promote positive moods.
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Job Satisfaction and Employee Performance
 Satisfaction Affects
– Individual Productivity
– Organizational Productivity
– Absenteeism
– Turnover
– Organizational Citizenship Behaviour
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.
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Job Satisfaction and OCB
 Satisfaction and OCBs
– 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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Expressing Dissatisfaction
 Exit
 Voice
 Loyalty
 Neglect
How Employees Can Express Dissatisfaction
Exit
Voice
Behavior directed toward
leaving the organization.
Active and constructive
attempts to improve
conditions.
Loyalty
Neglect
Passively waiting for
conditions to improve.
Allowing conditions to
worsen.
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Potential Consequences
of Job Satisfaction
 Performance: Satisfied workers are only slightly more likely
to perform at a higher level than dissatisfied workers.
– Satisfaction is most likely to affect work behaviors when
workers are free to vary their behaviors and when a
worker’s attitude is relevant to the behavior in question.
–
 Absenteeism: Satisfied workers are only slightly less likely
to be absent than dissatisfied workers.
 Turnover: Satisfied workers are less likely to leave the
organization than dissatisfied workers.
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Potential Consequences
of Job Satisfaction
 Organizational citizenship behavior (OCB): Satisfied workers
are more likely to engage in this behavior than dissatisfied
workers.
– OCB: Behavior that is above and beyond the call of duty but
is nonetheless necessary for organizational survival and
effectiveness
• Helping coworkers, spreading goodwill
 Worker well-being: Satisfied workers are more likely to have
strong well-being than dissatisfied workers.
– Worker well-being: How happy, healthy, and prosperous
workers are
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Determinants of Absence from Work
(Table 3.3)
Motivation
to Attend Work
is Affected by
 Job satisfaction
 Organization’s absence
policy
 Other factors
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Ability
to Attend Work
is Affected by
 Illness and accidents
 Transportation problems
 Family responsibilities
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Advice to Managers
 Realize that some workers are going to be more satisfied than others with the
same job simply because they have different personalities and work values.
Also realize that you can take steps to increase levels of job satisfaction
because it is determined not only by personality but also by the work
situation.
 Try to place newcomers in work groups whose members are satisfied with
their jobs.
 Ask workers what facets of their jobs are important to them, and do what you
can to ensure that they are satisfied with these facets.
 Because job satisfaction has the potential to impact workers’ behaviors in
organizations and their well-being, use existing measurement scales to
periodically survey your subordinates’ levels of job satisfaction. When levels
of job satisfaction are low, follow the advice in the preceding step.
 Recognize that workers’ evaluations of job facets, not what you think about
them, determine how satisfied workers are and that changing some facets
may have longer-lasting effects on job satisfaction than changing others.
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Advice to Managers
 Do not assume that poor performers are dissatisfied with their jobs or that
 good performers are satisfied with their jobs.
 Do not assume that workers who are absent are dissatisfied or that they were
not motivated to come to work. Absence is also a function of ability to attend.
 Manage absenteeism. Don’t try to eliminate it, and keep in mind that a certain
level of absence is often functional for workers and organizations.
 Realize that turnover has both costs and benefits for an organization and that
you need to evaluate both. In particular, before becoming concerned about
worker turnover, examine the performance levels of those who quit.
 If workers do only what they are told and rarely, if ever, exhibit organizational
citizenship behavior, measure their levels of job satisfaction, identify the job
facets they are dissatisfied with, and make changes where possible.
 Even if job satisfaction does not seem to have an effect on important behaviors
in your organization, keep in mind that it is an important factor in worker wellbeing.
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The Theory of Cognitive Dissonance
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
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Measuring the A-B Relationship
 Recent research indicates that attitudes (A)
significantly predict behaviors (B) when
moderating variables are taken into account.
A
B
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.
And,
B
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A!
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.
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Attitudes and Workforce Diversity
 Training activities that can reshape employee
attitudes concerning diversity:
– Participating in diversity training that provides for selfevaluation and group discussions.
– Volunteer work in community and social serve centers
with individuals of diverse backgrounds.
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Attitudes and Workforce Diversity
 Training activities that can reshape employee
attitudes concerning diversity:
– Participating in diversity training that provides for selfevaluation 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.
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Job Satisfaction
 Measuring Job Satisfaction
– Single global rating
– Summation score
 How Satisfied Are People in Their Jobs?
– In general, people are satisfied with their jobs.
– Depends on facets of satisfaction—tend to be less
satisfied with pay and promotion opportunities.
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Causes of Job Satisfaction
 Pay only influences Job Satisfaction to a point
– After about $40,000 a year, there is no relationship
between amount of pay and job satisfaction.
 Personality can influence job satisfaction
– Negative people are usually not satisfied with their jobs
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Job Satisfaction
 Measuring Job Satisfaction
– Single global rating
– Summation score
 How Satisfied Are People in Their Jobs?
– If job satisfaction declines
Decline can be attributed to:
• Pressures to increase productivity and meet tighter
deadlines
• Less control over work
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Job Satisfaction and Customer Satisfaction
 Satisfaction and Customer Satisfaction
– Satisfied workers provide better customer service
 Satisfied employees increase customer
satisfaction because:
– They are more friendly, upbeat, and responsive.
– They are less likely to turnover, which helps build longterm customer relationships.
– They are experienced.
 Dissatisfied customers increase employee job
dissatisfaction.
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Summary and Implications
 Values strongly influence a person’s attitudes.
 An employee’s performance and satisfaction are likely to be
higher if his or her values fit well with the organization.
 Managers should be interested in their employees’ attitudes
because attitudes give warning signs of potential problems
and because they influence behavior.
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