2. "People travel to wonder at the height
of the mountains, at the huge waves of
the seas, at the long course of the
rivers, at the vast compass of the ocean,
at the circular motion of the stars, and
yet they pass by themselves without
wondering”.
-- St. Augustine

3. The Nature of Values
 One’s personal convictions about what one
should strive for in life and how one should
behave
 “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” (Rokeach, 1973)

4.  All of us have a hierarchy of values that forms our value
system. This system is identified by the relative
importance we assign to such values as freedom,
pleasure, self-respect, honesty, obedience and
equality.
 Values tend to be relatively stable and enduring.
 A significant portion of our values is established in our
early years
 The process of questioning our values may result in a
change. Values are important in OB because they lay
the foundation for the understanding of attitudes and
motivation and because they influence our perceptions
 Values can cloud objectivity and rationality.

5. Terminal Instrumental
 Desirable end-states
of existence
 Goals a person would
like to achieve during
lifetime
 Success
 Preferable modes of
behavior
 Means of achieving
terminal values
 Ambitious,
Hardworking

6. Levels of Values
Personal
Values
Past
experience &
interactions
with others
Cultural
Values
Dominant
beliefs held by
collective
society
Organisational
Values
Heart of
Organisational
Culture

7. Types of Values
Work Values Ethical Values
Intrinsic
Work
Values
Extrinsic
Work
Values
Justice
Values
Utilitarian
Values
Moral
Rights
Values

8. Intrinsic Values
 Interesting work
 Challenging work
 Learning new things
 Making important
contributions
 Responsibility and
autonomy
 Being creative
Extrinsic Values
 High pay
 Job security
 Job benefits
 Status in wider community
 Social contacts
 Time with family
 Time for hobbies

9.  One’s personal convictions about what is
right and wrong
Utilitarian
Moral Rights Distributive Justice

10. • Managers must become capable of working with people
across different cultures.
• Because values differ across cultures, an understanding
of these differences should be helpful in explaining and
predicting behaviour of employees from different
countries.
• Geert Hofstede surveyed 1,16,000 IBM employees in 40
countries in their work related values – found managers
and employees vary on 5 value dimensions of national
culture.
1. Power Distance: The degree to which people in a country
accept that power in institutions and organizations is
distributed unequally/ relatively equal (low power
distance) to extremely unequal (high power distance)

11. 2. Individualism vs Collectivism: Degree to which
people in a country prefer to act as individuals rather
than as members of a group.
3. Quantity of life vs Quality of life:
Quantity: degree to which values such as
assertiveness, the acquisition of money and material
goods and competition prevails.
Quality: The degree with which we value
relationships, show sensitivity and concern for the
welfare of others.
4. Uncertainty avoidance: Degree to which people in a
country, prefer structured or unstructured
situations.; Risk taking.
5. Long term and short term orientation:
Long: look to future and value thrift and persistence
Short: Values past and present; emphasis respect for
traditions and fulfilling social obligations.

12. Collectivism Low power
Distance
Low Uncertainty
Avoidance
Nurturing
Orientation
Short-Term
Orientation
Individualism High Power
Distance
High Uncertainty
Avoidance
Achievement
Orientation
Long-Term
Orientation
USA
Germany
Japan
Hong Kong
China
USA
USA
USA
USA
Germany
Germany
Japan
Japan
Japan
Japan
China
Malaysia
France
India
Singapore
Australia
South
Korea
Sweden
Netherlands
Russia

13.  Assertiveness
 Future Orientation
 Gender Differentiation
 Uncertainty Avoidance
 Power Distance
 Individualism / Collectivism
 In-Group Collectivism
 Performance Orientation
 Humane Orientation

14.  Set of formal rules and standards, based on
ethical values and beliefs about what is right
and wrong, that employees can use to make
appropriate decisions when the interests of
other individuals or groups are at stake
 Whistleblowers

15.  A motivational state arising from holding
logically inconsistent cognitions
 Incompatibility between two or more
attitudes, or between attitudes and behavior
 Ways to eliminate dissonance:
 Add consonant cognitions
 Reduce importance of dissonant cognitions
 Change one of the dissonant cognitions

16.  Engage in boring peg-
turning task
 Paid $1 or $20 to lie
to next participant
about the
experiment, or no lie
control group
 Afterwards asked
whether they liked
the task

17. “Attitude is more important than the
past, than education, than money,
than circumstances, than what other
people think or say or do. It is more
important than appearances,
giftedness or skill. It will make or
break a company, a church or a
home.”
-- Charles Swindoll

19.  There are so many things in life you have
little control over, such as the political
environment, the weather, the job
market, the economy. But there is one
aspect of your life that you do have the
power to control, and that’s your
attitude.
 Each and every moment of every day you
decide what your attitude will be ---
about yourself, your job, your family and
friends, change, responsibilities, etc.

20.  “An organized predisposition to respond in a
favorable or unfavorable manner toward a
specified class of objects” (Shaver, 1977)
 Position on a bipolar affective or evaluative
dimension (Fishbein & Ajzen, 1975)
 Networks of interrelated beliefs that reside in
long-term memory and are activated when the
attitude object or issue is encountered (Tourangeau &
Rasinksi, 1988)
 “Evaluative statements or judgments
concerning objects, people or events (Robbins, 2007)

21.  “A general and enduring positive or negative
feeling toward some person, object, or
issue”
 “An association between an object and an
evaluation in memory”
 “ Attitude is a learned internal response to a
given stimulus, resulting in observable
behavior ”

22.  An attitude is defined as a learned predisposition to
respond in a consistently favourable or unfavourable
manner with respect to a given object.
 While Values represent global beliefs that influence
behaviour, across all situations, attitudes relate only to
behaviour directed towards specific objects, persons or
situations.
 Values and attitudes generally, but not always, are in
harmony.
 Study: Job attitudes of middle aged male employees
stable over a time frame of 5 years – even those who
changed jobs / occupation.
 Attitudes are translated into behaviour through
behavioural intentions.
 An individual’s intentions to engage in a given
behaviour is the best predictor of that behaviour.

23. Attitudes
Experience
with Object
Economic
Status
Operant
Conditioning
Family &
Peer Groups
Mass
Communication
Classical
Conditioning
Vicarious
Learning
Neighbourhood
Formation of Attitudes

24. Attitudes vary in a
number of important
ways
 Valence (positive or
negative)
 Intensity
 Strength
 Accessibility
 Basis

25. Affective Component
Emotional or feeling
Behavioral Component
Intention to behave
in a certain way
towards someone or something
Cognitive Component
Opinion or belief
Work Attitudes
Negative / Positive

26. Subjective
Norm
Attitude:
Act
Behavior
Intent
Behavior
Theory of Reasoned Action (Fishbein & Ajzen)
Attitudes and Behavior

27. Evaluation
Behavior
beliefs
Normative
beliefs
Motivation
to Comply
Subjective
Norm
Attitude:
Act
Behavior
Intent
Behavior
Theory of Reasoned Action (Fishbein & Ajzen)
Attitudes and Behavior

28. Evaluation
Behavior
beliefs
Normative
beliefs
Motivation
to Comply
Subjective
Norm
Attitude:
Act
Behavior
Intent
Behavior
Theory of Reasoned Action (Fishbein & Ajzen)
Constraints
Attitudes and Behavior

29.  Collections of feelings, beliefs, and thoughts
about how to behave that people currently
hold about their jobs and organizations

30. Comfortable existence
Family security
Sense of accomplishment
Self-respect
Social recognition
Exciting Life

31.  How people feel at the time they actually
perform their jobs.
 More transitory than values and attitudes.
 Determining factors:
 Personality
 Work situation
 Circumstances outside of work

32. Positive
 Excited
 Enthusiastic
 Active
 Strong
 Peppy
 Elated
Negative
 Distressed
 Fearful
 Scornful
 Hostile
 Jittery
 Nervous

33.  Intense, short-lived feelings that are linked to
specific cause or antecedent
 Emotions can feed into moods
 Emotional labor

34. Display Rules
Feeling Rules
Expression Rules

35. Perceptions
Beliefs
Feelings
Behavioral
Intentions
Behavior
Attitude Emotional
Episodes

36. Values
(most stable)
Attitudes
(moderately stable)
Moods
and Emotions
(most changing)

37. Job related attitudes tap +ve or –ve evaluations that employees hold
about aspects of their work environments. 3 major attitudes:
1. Job Satisfaction: an individual’s general attitude towards
his/her job. A person with a high level of job satisfaction holds
+ve attitudes toward the job.
2. Job Involvement: measures degree to which a person
identifies psychologically with his/her job & considers his/her
perceived performance level important to self worth. People
with high job involvement strongly identifies with and really
care about the kind of work they do.
3. Organization commitment: A state in which an employee
identifies with a particular orgn and its goals and wishes to
maintain membership in the orgn.

38.  Spector:
 “the degree to which people like
their jobs”
 “How people feel about their
jobs and different aspects of
their jobs”
Locke:
“ A pleasurable or positive
emotional state resulting from
the appraisal of one’s job or job
experiences”
Work
characteristics
Job
Satisfaction(s)

39.  Porter (1961): Need Satisfaction
 Desired-Actual
 Minnesota Work Adjustment Model
 20 “reinforcers” (based on Murray’s 12 needs)
 Locke (1976): Values
 “Job satisfaction results from appraisal of one’s
job as attaining…one’s important job values”
 Provided these values are congruent with basic
needs

40. Perceived
characteristics
Job
Satisfaction(s)
Objective
characteristics
Needs/
Values

41. Perceived
characteristics
Job
Satisfaction(s)
Objective
characteristics
Needs/
Values
Frame of
Reference

42.  A chink in the armor: are perceptions veridical
with objective reality?
 Social Information Processing model
 Dispositional View

43.  Social construction of attitudes vs objective characteristics)
 Salancik & Pfeffer (1978)
 Roots in Schachter & Singer (1962)
 Attitude statements based on:
 Perception of affective components
 Social context cues
 Self-attributions about behavior
Event
Generalized
Arousal
Cues
JS

44.  Staw & Ross (1985)
 Surprising stability over time/situations
 Staw, Bell & Clausen (1986)
 Childhood temperament predicts adult JS
 Arvey et al. (1989)
 JS has hereditary component (30%)

45.  General questions about behavioral genetics
 Gerhart (1987): Situation AND Disposition
 Compared effects on current satisfaction of prior
satisfaction, pay, job complexity
 Job complexity had strongest effect
 Why isn’t extrinsic satisfaction heritable?
 Why is JS heritable? A JS gene?

46.  Trait NA/PA may be key factor
 Some reason to believe that it may have biological
basis, and thus inheritable
 Those high in NA are more likely to:
 Notice negative stimuli
 Evaluate stimuli in negative terms
 Recall negative stimuli
 Create interpersonal conflict  dissatisfaction

47. Events Affect JS
Weiss & Cropanzano (1996)
Disposition Mood at work JS
Weiss et al. (1999)
Disposition Interpretations JS
Brief (1998)

48. Disposition
Interpretations
JS
Brief & Weiss (2002)
Mood
Stress events
Strain
JS
Fuller et al. (2003)
Mood

49. Organisational
Factors
Group
Factors
Individual
Factors
Outcomes
Expected
/ Valued
Outcomes
Received
Job
Satisfaction
Job
Dissatisfaction
Low
Turnover
Low
Absenteeism
High
Turnover
High
Absenteeism

50.  A person’s job is more than the obvious activities of shuffling
papers, waiting on customers, or driving a truck. Jobs require
interaction with co-workers & bosses, following orgn rules and
policies, meeting performance standards, living with working
conditions which often are less than ideal, etc.
 Happy workers are not necessarily productive workers.
However, productive workers are normally happy workers.
 Orgns with more satisfied workers tend to be more effective
than with less satisfied workers.
 Generally dissatisfied workers absent themselves more. Liberal
sick benefits also contribute. Also if you have interesting side
activities.
 Satisfaction is negatively related to turnover. Other factors
include the labour market, expectations about other job
opportunities, etc.

51.  Personality
 Extroverts tend to have higher levels of job
satisfaction than introverts
 Values
 Those with strong intrinsic work values is more
likely than one with weak intrinsic work values to
be satisfied with a job that is meaningful but
requires long hours and offer poor pay

52.  Work Situation
 tasks a person performs
 people a jobholder interacts with
 surroundings in which a person works
 the way the organization treats the jobholder

53.  Social Influence: influence that individuals or
groups have on a person’s attitudes and
behavior
 Coworkers
 Family
 Other reference groups (unions, religious groups,
friends)
 Culture

54.  Work Itself
 Pay
 Promotion
 Supervision
 Co-Workers
 Working Conditions

55. Organizational
Citizenship
Behavior (OCB)
Employee
Well-Being
Job Involvement
Organisational
Commitment

56.  Feelings and beliefs about the employing
organization as a whole
 Affective commitment
 Continuance commitment
 Affective commitment is more positive for
organizations than continuance commitment

57. Performance
Absenteeism Turnover
OCB Customer Satisfaction
Workplace Deviance

60.  Motivation to attend
work is affected by
 Job satisfaction
 Organization’s
absence policy
 Other factors
 Ability to attend
work is affected by
 Illness and
accidents
 Transportation
problems
 Family
responsibilities

62. Job
Satisfaction
Fairness
Trust
OCB

63. Active
Passive
Destructive Constructive
EXIT VOICE
NEGLECT LOYALTY
Employee dissatisfaction can be expressed in a number of ways.
Rather than quit, employees can complain, insubordinate, steal
orgn property, etc.