eleventh edition

organizational behavior

stephen p. robbins
 Chapter 3

Values, Attitudes,
and Job Satisfaction

ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O N
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 After studying this chapter,
OBJECTIVES

you should be able to:

1. Contrast terminal and instrumental values.

2. List the dominant values in today’s workforce.
LEARNING

3. Identify the five value dimensions of national

culture.
4. Contrast the three components of an attitude.
5. Summarize the relationship between attitudes
and behavior.
6. Identify the role consistency plays in attitudes.

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 After studying this chapter,
O B J E C T I V E S (cont’d)

you should be able to:

7. State the relationship between job satisfaction

and behavior.
8. Identify four employee responses to
dissatisfaction.
LEARNING

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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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 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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 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 in
the
Rokeach
Survey

Source: M. Rokeach, The Nature of Human

Values (New York: The Free Press, 1973).

E X H I B I T 3–1

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 Values in
the
Rokeach
Survey
(cont’d)

Source: M. Rokeach, The Nature of Human

Values (New York: The Free Press, 1973).

E X H I B I T 3–1 (cont’d)

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 Mean Value Rankings of
Executives, Union
Members, and Activists

Source: Based on W. C. Frederick and J. Weber, “The Values of

Corporate Managers and Their Critics: An Empirical Description and
Normative Implications,” in W. C. Frederick and L. E. Preston (eds.)
Business Ethics: Research Issues and Empirical Studies (Greenwich,
CT: JAI Press, 1990), pp. 123–44.

E X H I B I T 3–2

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 Dominant Work Values in Today’s Workforce

E X H I B I T 3–3

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 Values, Loyalty, and Ethical Behavior

Ethical Values and

Behaviors of Leaders

Ethical Climate in
the Organization
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 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 A tight social framework in
people prefer to act as which people expect
individuals rather than others in groups of which
a member of groups. 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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 The GLOBE • Assertiveness
Framework • Future Orientation
for
• Gender differentiation
Assessing
Cultures • 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: E X H I B I T 3–4
Lessons from Project GLOBE,” Organizational Dynamics, Spring 2001, pp. 289–305.
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 Attitudes

Attitudes Cognitive component

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

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 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.
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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.

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.

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 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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 Sample Attitude Survey

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 Attitudes and Workforce Diversity
 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.

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 Job Satisfaction
 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

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 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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 How Employees Can Express Dissatisfaction

Exit Voice
Behavior directed toward Active and constructive
leaving the organization. attempts to improve
conditions.

Loyalty Neglect
Passively waiting for Allowing conditions to
conditions to improve. worsen.

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 Responses to Job Dissatisfaction

Source: C. Rusbult and D. Lowery, “When Bureaucrats Get the Blues,” Journal
E X H I B I T 3–5
of Applied Social Psychology. 15, no. 1, 1985:83. Reprinted with permission.
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 Job Satisfaction and OCB
 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.

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 Job Satisfaction and Customer Satisfaction
 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.

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