Chapter 4 Value Attitude and Job Satisfation Objective

Chapter 4 Value, Attitude and Job Satisfation

Objective: Framework of national and cultural values Contemporary work cohort The concept and types of attitudes Job Satisfaction 2

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. In simple words… Value is basic conviction and notions about what is right and wrong. They differ across culture, nations and generations. 3

Characteristics Judgmental element - what is right, good, or desirable. Values have both content and intensity attributes. content attribute signifies that a mode of conduct or end-state of existence is important The intensity attributes specifies how important it is. Values are not generally fluid and flexible. They tend to be relatively stable and enduring. 4

Types of Values – Rokeach Value Survey Milton Rokeach created the Rokeach Value Survey consisting of two sets of values, with each containing 18 individual value items. Terminal Values Desirable end-states of existence; the goals that a person would like to achieve during his or her lifetime. e. g. : A comfortable life, Equality, National Security, Self-respect Instrumental Values Preferable modes of behavior or means of achieving one’s terminal values. e. g. : Ambitious, Courageous, and Obedient 5

Dominant Work Values in Today’s Workforce – Contemporary work cohort 6

Hofstede’s Framework for Assessing Cultures To analyze variations among cultures a research was done in 1980, 1991 by Greet Hofstede. He surveyed more than 1, 16, 000 IBM employees in 70 countries about their workrelated values. 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 7

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. 8

Hofstede’s Framework (cont’d) 9 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. Individualistic society considers self-interest more important than the group goal.

Hofstede’s Framework (cont’d) Masculinity The extent to which dominant value in a society emphasizes masculine society values like a work ethic expressed in terms of money, achievement and recognition Feminity Feminine social role which show more concern for people and quality of life. 10

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. Hofstede and Bond (1988) have identified a fifth dimension. 11

The GLOBE Framework for Assessing Cultures • Uncertainty avoidance • Power distance • Societal collectivism • In-group collectivism • Gender differentiation • Assertiveness • Future Orientation • Performance orientation • Humane orientation 12

Attitudes are evaluative statements that are either favorable or unfavorable concerning objects, people, or events. Attitudes are not the same as values, but the two are interrelated. Main Difference is values are ideals, whereas attitudes are narrow. They are feelings, thoughts and behavioral tendencies towards a specific object or situation. Attitude is a predisposition to respond to a certain set of facts. 13

Attitudes Evaluative statements or judgments concerning objects, people, or events. Cognitive component the mental process Affective Component person’s feeling Behavioral Component behavior that occurs as a result of feelings 14

Types of Attitudes Job Satisfaction A collection of positive and/or negative feelings that an individual holds toward his or her job. 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. 15

cont… Organization citizenship behavior (OCB): “Individual behavior that is not directly recognized by the formal reward system and in the aggregate promotes the efficient functioning of the organization, employee behavior that is not so critical to the task or job, serve to facilitate organizational functioning 16

The Theory of Cognitive Dissonance Leon Festinger, in the late 1950 s, proposed theory of cognitive dissonance, seeking to explain the linkage between attitudes and behavior. He argued that any form of inconsistency is uncomfortable and that individuals will attempt to reduce the dissonance. Dissonance means “an inconsistency. ” In simple words… The feeling of uncomfortable tension which comes from holding two conflicting thoughts in the mind at the same time Cognitive Dissonance: Any incompatibility between two or more attitudes or between behavior and attitudes. 17

Cont… Desire to reduce dissonance • Importance of elements creating dissonance • Degree of individual influence over elements • Rewards involved in dissonance The Fox and the Grapes by Aesop. When the fox fails to reach the grapes, he decides he doesn't want them after all, an example of adaptive preference formation designed to reduce cognitive dissonance. 18

Measuring the A-B Relationship Early research on attitudes and common sense assumed a causal relationship to behavior. In the late 1960 s, this assumed relationship between attitudes and behavior (AB) was challenged. Recent research indicates that attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account. moderate Variables • Importance • Specificity • Accessibility • Social pressures • Direct experience 19

Self-Perception Theory Attitudes are used after the fact to make sense out of an action that has already occurred. In contrast to the cognitive dissonance theory, attitudes are just causal verbal statements and they tend to create plausible answers for what has already occurred. The behavior – attitude relationship is stronger especially when attitudes are unclear and ambiguous or little thought has been given to it earlier. 20

An Application: Attitude Surveys Eliciting responses from employees through questionnaires about how they feel about their jobs, work groups, supervisors, and the organization. Using Attitude Surveys on regular basis provides managers with valuable feedback on how employees perceive their working conditions. 21

Measuring Job Satisfaction Factors conducive to job satisfaction are: Mentally challenging work Personality – Job fit Equitable rewards Supportive working conditions Supportive Colleagues Whistle blowing Social responsibility Job enrichment 22

Responses to Job Dissatisfaction 23

How Employees Can Express Dissatisfaction 24 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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