ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
[Link]/ROBBINS
T E N T H E D I T I O N
© 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook
OBJECTIVES AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:
1. Contrast terminal and instrumental values.
2. List the dominant values in today’s workforce.
3. Identify the five value dimensions of national
LEARNING
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.
© 2003 Prentice Hall Inc. All rights reserved. 3–2
O B J E C T I V E S (cont’d) AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:
7. State the relationship between job satisfaction
and behavior.
8. Identify four employee responses to
dissatisfaction.
LEARNING
© 2003 Prentice Hall Inc. All rights reserved. 3–3
Values
Values
© 2003 Prentice Hall Inc. All rights reserved. 3–4
Types
Types of
of Values
Values –-
–- Rokeach
Rokeach Value
Value Survey
Survey
© 2003 Prentice Hall Inc. All rights reserved. 3–5
Values
Valuesinin
the
the
Rokeach
Rokeach
Survey
Survey
EXHIBIT 3-1a
© 2003 Prentice Hall Inc. All rights reserved. 3–6
Values
Valuesin in
the
the
Rokeach
Rokeach
Survey
Survey
(cont’d)
(cont’d)
EXHIBIT 3-1b
© 2003 Prentice Hall Inc. All rights reserved. 3–7
Mean
MeanValue
ValueRankings
Rankingsof
of
Executives,
Executives,Union
UnionMembers,
Members,
and
andActivists
Activists
EXHIBIT 3-2
© 2003 Prentice Hall Inc. All rights reserved. 3–8
Dominant
Dominant Work
Work Values
Values in
in Today’s
Today’s Workforce
Workforce
EXHIBIT 3-3
© 2003 Prentice Hall Inc. All rights reserved. 3–9
Values,
Values, Loyalty,
Loyalty, and
and Ethical
Ethical Behavior
Behavior
Ethical Values and
Behaviors of Leaders
Ethical
Ethical Climate
Climate in
in
the
the Organization
Organization
© 2003 Prentice Hall Inc. All rights reserved. 3–10
Hofstede’s
Hofstede’s Framework
Framework for
for Assessing
Assessing Cultures
Cultures
© 2003 Prentice Hall Inc. All rights reserved. 3–11
Hofstede’s
Hofstede’s Framework
Framework (cont’d)
(cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 3–12
Hofstede’s
Hofstede’s Framework
Framework (cont’d)
(cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 3–13
Hofstede’s
Hofstede’s Framework
Framework (cont’d)
(cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 3–14
Hofstede’s
Hofstede’s Framework
Framework (cont’d)
(cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 3–15
The
The GLOBE
GLOBE
Framework
Framework ••Assertiveness
Assertiveness
for
for ••Future
FutureOrientation
Orientation
Assessing
Assessing ••Gender
Genderdifferentiation
differentiation
Cultures
Cultures ••Uncertainty
Uncertaintyavoidance
avoidance
••Power
Powerdistance
distance
••Individual/collectivism
Individual/collectivism
••In-group
In-groupcollectivism
collectivism
••Power
Powerorientation
orientation
••Humane
Humaneorientation
orientation
EXHIBIT 3-4
© 2003 Prentice Hall Inc. All rights reserved. 3–16
Attitudes
Attitudes
© 2003 Prentice Hall Inc. All rights reserved. 3–17
Types
Types of
of Attitudes
Attitudes
© 2003 Prentice Hall Inc. All rights reserved. 3–18
The
The Theory
Theory of
of Cognitive
Cognitive Dissonance
Dissonance
Desire
Desireto
toreduce
reducedissonance
dissonance
• •Importance
Importanceofofelements
elementscreating
creatingdissonance
dissonance
• •Degree
Degreeof
ofindividual
individualinfluence
influenceover
overelements
elements
• •Rewards
Rewardsinvolved
involvedinindissonance
dissonance
© 2003 Prentice Hall Inc. All rights reserved. 3–19
Measuring
Measuring the
the A-B
A-B Relationship
Relationship
Recent research indicates that the attitudes (A)
significantly predict behaviors (B) when moderating
variables are taken into account.
Moderating
ModeratingVariables
Variables
• •Importance
Importanceof ofthe
theattitude
attitude
• •Specificity
Specificityof
ofthe
theattitude
attitude
• •Accessibility
Accessibilityof
ofthe
theattitude
attitude
• •Social
Socialpressures
pressureson onthe
theindividual
individual
• •Direct
Directexperience
experiencewith
withthe
theattitude
attitude
© 2003 Prentice Hall Inc. All rights reserved. 3–20
Self-Perception
Self-Perception Theory
Theory
© 2003 Prentice Hall Inc. All rights reserved. 3–21
An
An Application:
Application: Attitude
Attitude Surveys
Surveys
© 2003 Prentice Hall Inc. All rights reserved. 3–22
Sample
Sample Attitude
Attitude Survey
Survey
EXHIBIT 3-5
© 2003 Prentice Hall Inc. All rights reserved. 3–23
Job
Job Satisfaction
Satisfaction
Measuring Job Satisfaction
– Single global rating
– Summation score
How Satisfied Are People in Their Jobs?
– Job satisfaction declined to 50.7% in 2000
– Decline attributed to:
• Pressures to increase productivity
• Less control over work
© 2003 Prentice Hall Inc. All rights reserved. 3–24
The
The Effect
Effect of
of Job
Job Satisfaction
Satisfaction on
on Employee
Employee
Performance
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 cultivate high performers
and to weed out lower performers.
© 2003 Prentice Hall Inc. All rights reserved. 3–25
Responses
Responses to
to Job
Job Dissatisfaction
Dissatisfaction
EXHIBIT 3-6
© 2003 Prentice Hall Inc. All rights reserved. 3–26
How
How Employees
Employees Can
Can Express
Express Dissatisfaction
Dissatisfaction
© 2003 Prentice Hall Inc. All rights reserved. 3–27
Job
Job Satisfaction
Satisfaction and
and OCB
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.
© 2003 Prentice Hall Inc. All rights reserved. 3–28
