Values, Attitudes, Job Satisfaction, and Counterproductive Work Behaviors

Chapter Six

McGraw-Hill/Irwin 2013 The McGraw-Hill Companies, Inc. All rights reserved.

Copyright 2013 by The McGraw-Hill Companies, Inc. All rights reserved.

Learning Objectives
LO.1 Explain Schwartzs value theory, and describe three types of value conflict. LO.2 Describe the values model of workfamily conflict, and specify at least three practical lessons from workfamily conflict research. LO.3 Identify the three components of attitudes and discuss cognitive dissonance. LO.4 Explain how attitudes affect behavior in terms of Ajzens theory of planned behavior. LO.5 Describe the model of organizational commitment.
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Learning Objectives (cont.)

LO.6 Define the work attitudes of employee engagement and job satisfaction. LO.7 Identify and briefly describe five alternative causes of job satisfaction. LO.8 Identify eight important correlates/consequences of job satisfaction, and summarize how each one relates to job satisfaction. LO.9 Identify the causes of counterproductive work behaviors and the measures used to prevent them.
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Schwartzs Value Theory

Schwartzs Value Theory
values are motivational in that they represent broad goals that apply across contexts and time there are 10 broad values that guide behavior

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Definition of Values and Motives in Schwartzs Theory

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Relationship among Schwartzs Values

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Value Conflicts
Intrapersonal
Interpersonal Individual-organization

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A Values Model of WorkFamily Conflict

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A Values Model of WorkFamily Conflict

Family values involve enduring beliefs about the importance of family and who should play key family roles (e.g., child rearing, housekeeping, and income earning). Work values center on the relative importance of work and career goals in ones life.
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A Values Model of WorkFamily Conflict

Value similarity
Relates to the degree of consensus among family members about family values.

Value congruence
involves the amount of value agreement between employee and employer.

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Practical Research Insights about WorkFamily Conflict

Workfamily balance begins at home An employers family-supportive philosophy is more important than specific programs. Informal flexibility in work hours and in allowing people to work at home is essential to promoting workfamily balance.

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Practical Research Insights about WorkFamily Conflict

The importance of workfamily balance varies across generations. Take a proactive approach to managing workfamily conflict.

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Organizational Response to Workfamily Issues

Organizations have implemented a variety of family-friendly programs and services aimed at helping employees balance the interplay between their work and personal lives. Experts now believe that such efforts are partially misguided because they focus on balancing work family issues rather than integrating them.

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The Nature of Attitudes

Attitude
learned predisposition to respond in a consistently favorable or unfavorable manner with respect to a given object

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The Nature of Attitudes

Affective component
the feelings or emotions one has about an object or situation

Cognitive component
the evaluation or belief one has about an object or situation

Behavioral component
how one intends to act or behave toward someone or something
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When Attitudes and Reality Collide: Cognitive Dissonance

Cognitive dissonance
psychological discomfort a person experiences when his or her attitudes or beliefs are incompatible with his or her behavior

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Cognitive Dissonance
How people reduce dissonance 1. Change your attitude or behavior, or both 2. Belittle the importance of the inconsistent behavior 3. Find consonant elements that outweigh the dissonant ones

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Question?
Alexa dreads going to work each day. She hates her job and her supervisor, but will not take time to look for a different job. She is experiencing ___________.

A.External locus of control B.Cognitive dissonance C.Internal locus of control D.Halo error
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How Stable are Attitudes?

Three factors accounted for middle-age attitude stability: (1) greater personal certainty (2) perceived abundance of knowledge (3) a need for strong attitudes

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Determinants of Intention
Attitude toward the behavior
the degree to which a person has a favorable or unfavorable evaluation or appraisal of the behavior in question.

Subjective norm
refers to the perceived social pressure to perform or not to perform the behavior

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Determinants of Intention
Degree of perceived behavior control
perceived ease or difficulty of performing the behavior and it is assumed to reflect past experience as well as anticipated impediments and obstacles

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Ajzens Theory of Planned Behavior

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Organizational Commitment
Organizational commitment
reflects the extent to which an individual identifies with an organization and is committed to its goals.

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A Model of Organizational Commitment

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Cultivating Employee Engagement

Employee engagement
the harnessing of organization members selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performance.

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What Contributes to Employee Engagement?

Employee engagement is caused by a host of variables that can be separated into two categories:
Personal factors Contextual or work-environment factors.

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What Contributes to Employee Engagement?

Personal characteristics found or thought to influence employee engagement include positive or optimistic personalities, proactive personality, conscientiousness, PE fit, and being present or mindful.

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What Contributes to Employee Engagement?

Contextual factors include organizational culture, job security and feelings of psychological safety, leader behavior

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Causes of Job Satisfaction

Job satisfaction
an affective or emotional response toward various facets of ones job

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Causes of Job Satisfaction

Need fulfillment
extent to which the characteristics of a job allow an individual to fulfill his or her needs

Discrepancies
satisfaction is a result of met expectations

Value attainment
Extent to which a job allows fulfillment of ones work values

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Causes of Job Satisfaction

Equity: satisfaction
is a function of how fairly an individual is treated at work

Dispositional/Genetic Components
satisfaction is partly a function of both personal traits and genetic factors

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Correlates of Job Satisfaction

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Correlates of Job Satisfaction

Organizational citizenship behavior
employee behaviors that exceed work-role requirements

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Question?
Denise works at Harvest Hope Food Bank and is committed to doing all she can to help the organization fulfill its mission. She is high in ______________.

A.Withdrawal cognition B.Organizational commitment C.Organizational citizenship behavior D.Job equity

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Correlates of Job Satisfaction

Withdrawal cognitions Represent an

individuals overall thoughts and feelings about quitting

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Counterproductive Work Behavior

Counterproductive work behavior
represent types of behavior that harm employees, the organization as a whole, or organizational stakeholders such as customers and shareholders.

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Counterproductive Work Behavior

Drug and alcohol abuse

Theft

Gossiping

Backstabbing

Destroying organizational property

Violence

Surfing the Net for personal use

Excessive socializing

Tardiness

Sabotage

Sexual harassment

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Causes and Prevention of CWBs

Diagnosis of conduct disorder in adolescence was associated with CWBs Personality traits and job conditions also could make CWBs more likely Employees are less likely to engage in CWBs if they had satisfying jobs that offered autonomyand more likely to engage in CWBs if they had more resource power
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Causes and Prevention of CWBs

Organizations can limit CWBs by hiring individuals who are less prone to engage in this type of behavior Organizations should ensure they are motivating desired behaviors and not CWBs If an employee does engage in CWBs, the organization should respond quickly and appropriately
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Video Case: Generation Next Changes the Face of the Workplace

What characteristics of Generation Y employees are so different from Generation X or Baby Boomer employees? How much responsibility for change should the organization take on and how much should the workers? What programs have you seen in the workplace today that are designed to address these issues? Do most employers recognize this as an important issue?
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