Values, Attitudes, and Job Satisfaction.ppt

Prentice Hall, 2001 Chapter 3 Values, Attitudes, and Job Satisfaction Learning Objectives Contrast terminal and instrumental values List the dominant values in today’s workforce Identify the five dimensions of national culture Contrast the three components of an attitude Learning Objectives Summarize the relationship between attitudes and behavior Identify the role consistency plays in attitudes Examine the relationship between job satisfaction and behavior Identify four employee responses to dissatisfaction Values Definition basic convictions that a specific mode of conduct is personally or socially preferable to an opposite mode of conduct Judgmental elements right, good, desirable Value system a hierarchy based on ranking of an individual’s value in terms of their intensity, I.e., freedom, pleasure, self-respect, honesty, obedience and equality A story of Mexican fisherman and Harvard MBA The Importance of Values The Importance of Value Unique Values of Today’s Workforce Power Distance Individualism or Collectivism Quantity or Quality of Life Uncertainty Avoidance Long-Term or Short-Term Implications for OB How to manage employees with different value systems Generalizability of OB theories How to adapt management principles to the value systems of host countries. Should vs Should not debate What Are Attitudes? Attitude Types of AttitudesJob-related Attitude Job satisfaction Job involvement Organizational commitment Attitude (cont’) Cognitive Dissonance Attitude-Behavior (A-B) Relationship Importance Specificity Accessibility Social pressures Direct experience Self-Perception Theory Attitude Survey Questionnaires about how employees feel about their jobs, work groups or divisions, supervisors and the organization Attitudes and Workforce Diversity Debate “Happy workers are productive Workers” “Productive workers are happy employees” Responses to Job Dissatisfaction Discussion Debate “Managers can create satisfied employees” Team Exercise Assessing work atti