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CHAPTER 4 values, attitudes and job satisfaction Values: strong enduring beliefs that give our lives meaning Schwartz’s Value theory:  Values are motivational in that they “represent broad goals that apply across contexts and time  Values will change throughout life. Example one you get a family  10 core values Terminal and instrumental values These are 2 types of values. Terminal  These are values we think are most important or most desirable  Goals a person would like to achieve  Things we can work towards  Organization’s terminal values include their CEO or top management that can be changed  Egs. Comfortable life, sense of accomplishment, equality, self respect, social recognition Instrumental  Deal with views on acceptable modes of conductor means of achieving terminal values  Core values, permanent in nature, personal characteristics and traits  Preferable modes of behaviours  Egs. Being ambitious, honest, sincere, ethical, courageous  Organizations also have instrumental values that come from the culture,  are permanent in nature, hard to change

Terminal values are objectives, things a person wants to achieve through his/her life whereas instrumental values indicate the methods an individual would like to adopt for achieving terminal values (his life’s aims) So before you join an orga, ensure that there’s no conflict between your instrumental values and the orga’s since they are hard to change. Also, orga’s should consider this when hiring Mismatches in terminal values can be corrcted by training.

Value Conflicts How they affect performance 3 types of value conflicts related to an individual’s attitude and overall job satisfaction can directly impact performance. These are  intrapersonal value conflict – from inside the person  interpersonal – between people  individual-organization – between the person and the organization Value conflicts can lead to higher employee turnover throughout the organization

Intrapersonal: Inner conflicts that lead to stress are typically experienced when highly ranked instrumental and terminal values pull the individuals in different directions  Within me  Different values pulling me People are likely to experience inner conflict and worry when personal values conflict with each other. Eg someone that wants balance in life, conflicts occurs when they want achievement and security at the same time or balance between work and family People are happier and less stressed when their personal values are aligned. Interpersonal: This type of value conflict is often at the core of personality conflicts and such conflicts can negatively affect one’s career  Personality conflict with different individuals, they believe in cutting costs, you believe in exploring other creative ways to generating revenue Its important to carefully evaluate pros and cons of handling interpersonal value conflicts with your peers or supervisors. Individual- Organization: Companies embed certain values into their corporate culture. Conflict can occur when values are public and accepted by organization collide with employees’ personal value  They say they have a mission statement and value that they tell everyone  This is walk the talk. You say all that and then you better follow it  When values don’t match inside This is also called value congruence or person-culture fit: the similarity between personal values and organizational values

This type of conflict is important to consider when accepting future jobs, because positive outcomes such as satisfaction, commitment, performance, career success, reduced stress and lower turnover intentions are realized when an individual’s personal values are similar/aligned with orga values. Work vs. family life conflict  Demographically; dual-income families, single working parents, aging population  Economically; downsizing, corporate cost cutting, heavier workloads. Research insights and applications of work-family conflicts: 1. Work-family balance begins at home  Equal work for mothers/fathers. Parental leave has become impo 2. Regular breaks throughout the day can improve productivity  Mental concentration is similar to muscles, they become fatigues after sustained use ad need a rest period 3. An employer’s family-supportive philosophy is more impo than specific programs  Many employers offer family-friendly programs like child/elder daycare assistance, parental leave  To truly become family-friendly, orgas need to provide programs and back them up with family-supportive philosophy and culture 4. Take a proactive approach to managing work-family conflict  Employee’s personal life spills over to work life and vice versa  Orgas are encouraged to seek employee feedback by surveys related to work environment 5. Mentors can help  Having a mentor can significantly relate to having lower levels of work-family conflict  They provide social support 6. Being your own boss  Ultimate solution  Self employment benefits; independence, high level of job involvement, greater job satisfaction  However, self employed people also report higher levels of work-family conflict and lower levels of family satisfaction Orga response to work-family issues:  Orgas implement variety of family-friendly programs aimed at helping employees integrate between work and personal lives  religious accommodation

ATTITUDES The Nature of Attitudes Definition:  An attitude is defined as individuals developing positive or negative feelings towards a person, organization, and event (not prof’s)  A learned predisposition to respond in a favorable or unfavorable manner towards an object ATITUDES 3 COMPONENT “ABC’S” A- Affective: What are we feeling B- Behavioural: How do we behave/act at work C- Cognitive: What are our beliefs/ our thoughts We tend to go from A-C-B so affective to cognitive to behavioural Managerial implication: need to understand the 2 steps that took place before the person acted them out. If desire is to correct an employee’s behavior, then managers should not start at the undesirable behavior; rather, they would be well advised to go back 2 steps and clarify the factors that prompted that behavior initially. Cognitive dissonance: Psychological discomfort experienced when attitudes and behaviours are inconsistent  Example you hate Tabaco and you have a project with a Tabaco company but you don’t want anything to do it because your beliefs aren’t for it but your employer asks you to go Attitudes affect behaviours via interactions  Ajzen’s model focuses on intentions as the key link between attitudes and planned behaviour  His theory illustrates the three distinct yet interacting detriments of one’s intention to exhibit a certain behaviour AJZENS MODEL OF PLANNED BEHAVIOUR *ON QUIZ* Attitude towards the behaviour: An employee feels underappreciated and tired>  Wants to call in sick. Favourable attitude  Beliefs and feelings Subjective Norm: What other people think and do  Social Factor  Others do it so I should too, No consequences

Perceived Behavioural control: You Hate your job, you want to leave but there are no other jobs available  I can call in sick  Ease or difficult of performing the behaviour Research Implication 1. Stated behavioural intention is a strong prediction of performance 2. Management are encouraged to predict employee behaviour to implement intervention to change behaviour 3. Managers can observe inappropriate behaviour and bring it to the employee’s attention  Help employees recognize consequences of behaviour to change it 4. Employee involvement can change beliefs and attitudes

2 key work attitudes: orga commitment and job satisfaction Organizational commitment 

Extent to which an individual identifies with an organization goals

3 TYPES: 1. Affective commitment  Employees’ emotional attachment to and involvement with the organization.  Employees with a strong affective commitment continue employment with an orga because they want/desire to do so.  Is the best/most desirable. Try your best to improve this  E.g marcus has been working with the company for 25 years with loyalty and commitment 2. Continuance commitment  Awareness of the costs associated with leaving or remaining with the organization  Employees whose primary link to orga is based on continuance commitment remain coz they need to do so (too costly to leave job)  Eg. Staying commited to job to no loose benefits a few months before retirement or coz of high salary 3. Normative commitment  The feeling of obligation to the organization  E.g if you like your boss, appreciate their trust in you so feel obliged to stay The 3 combine into a binding force that influence consequences of employee turnover and on job behavior like performance, absenteeism, orga citizenship

Each has its own set of antecedents that influence it  Affective- antecedent is what causes commitment to occur, like personality and locus of control, past experiences, value congruence  Continuance- antecedents are anything that affect cost-benefit of leaving like lack of job/career alternatives and amount of real and psychological investment in orga or community.  Normative- is influenced by psychological contract – individual’s perception about the terms and conditions of a reciprocal exchange with another party So employees’ belief about what they are entitled to receive in return for what they provide to the orga. Breach of this is caused by lower orga commitment, job satisfaction, and performance, greater intentions to quit

Job satisfaction  

An affective or emotional response to one’s job Like or dislike a job

Job satisfaction  Positive relationships  Intrinsic motivators: promotions, challenging job, recognition, fairness, justice (sense of equality in pay/treatment by mgt)  Extrinsic: work environment Job dissatisfaction  Lack of involvement  Stick to the time  Doing the minimum  Complaining Trends:  Traditionalists, Baby Boomers, Gen-Xers, and Gen-Ys are most satisfied with their employers and least satisfied with compensation  Baby Boomers have lower satisfaction with employers, the jobs they perform, and compensation than the other three groups  Traditionalists have higher job satisfaction than the other groups across all aspects of satisfaction

5 MAJOR CAUSES OF JOB SATISFACTION (DDEAN) 1. 2. 3. 4. 5.

D- Discrepancy D- Disposition (al)/ genetic components E- Equity – am I fairly treated A- Value Attainment – Am I achieving some of the core values N- Need Fulfilment

Distinction between them can be very small at times but provides a variety of methods that can be used to increase employees’ job satisfaction.

1. Needs Fulfilment  Models which propose that satisfaction is determined by the extent to which the characteristics of a job allow employees to fulfil their needs.  Egs. Pay benefits, work-life balance, job security  Salary is an impo driver, but it is not the only factor that impacts employee satisfaction and perception of success.  Needs fulfillment models generate great controversy, but its generally accepted that needs fulfillment correlates with job satisfaction 2. Discrepancies  Satisfaction is a result of met expectations  Met expectations- the extent to which one receives what one expects from a job. (gap between what we expect to receive and what we actually get)  When expectations are greater that what is received, people will be dissatisfied.  Employees will be satisfied when they attain outcomes above and beyond expectations.  If realistic expectations are stated during the interview and hiring stages, then clearly employees know what to expect when they start the job. But if employer fails to clarify expectations, or employees fail to clarify their understanding of expectations, a discrepancy occurs, causing job dissatisfaction. 3. Value attainment  Satisfaction results from the perception that a job allows for fulfillment of an individual’s important work values.  Positively related to job satisfaction  Managers can enhance employee satisfaction by structuring the work environment and rewards/recognition to reinforce employees’ values.

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Values can be seen as psychological rewards. Psychological fulfillment: intellectual, social interaction, meaningful work, flex work times.

4. Equity (perceived fairness)  Satisfaction is a function of how fairly an individual is treated at work  Fairness to a comparison other (like colleagues)  My Outcomes = Other’s Outcomes My Inputs Other’s Inputs  Highly relates to job satisfaction, so managers should monitor employees’ fairness perceptions and to interact with employees in such a way that they feel equitably treated.  Problem with fairness: its very subjective  Remember: not all discrepancies are a result of feeling a lack of fairness. When people think of something as unfair, it has nothing to do with unfulfilled expectations/false promises when hiring. 5. Disposition/genetic components  The dispositional/genetic model is based on the belief that job satisfaction is partly a function of both personal traits and genetic factors.  stable individual differences are just as important in explaining job satisfaction as are characteristics of the work environment  Some are generally satisfied with a lot, some people just aren’t.

Major correlates and consequences of job satisfaction.

 Look at the relationship from chart above 1. Motivation  + relationship with job satisfaction  Satisfaction with supervisor is also significantly correlated with motivation, so managers should consider how their behaviour affects employee satisfaction  Managers can potentially enhance ee motivation through various attempts to increase job satisfaction 2. Job involvement  Extent to which ee are personally involved with their work role  Managers should foster satisfying work environments to fuel ee’s job involvement

3. Organizational citizenship behavior  OCB – employee behaviour that exceed work-role requirements

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Egs. Suggestions for improvement, training new people, care for property, punctuality Ee’s OCB behavior are determined more by leadership and work environment more than by ee’s personality, so manager’s behviors influence ee’s willingness to exhibit these behaviors.

4. Organizational commitment  Managers should increase job satisfaction in order to get higher levels of commitment, which can in turn lead to higher productivity 5. Absenteeism  Can be costly  There should NOT be a strong – relationship between absenteeism and job satisfaction, as satisfaction increases absenteeism should decrease 6. Withdrawal cognitions  Overall thoughts and feelings about quitting the job  Has a greater impact on employee turnover than job satisfaction  Managers can indirectly help reduce employee turnover by enhancing job satisfaction. 7. Turnover  Loosing valuable human and social capital can be costly  Costs : separation costs (severance pay) and replacement costs (hiring)  Try dual career ladder: career development plan that allows ee’s to move upward without management responsibilities 8. Perceived stress  - effect on orga behavior and individual health  + related to absenteeism, turnover 9. Job performance  Positive relationship  Satisfied employees perform well *If you change the tense, you will get correlates of job dissatisfaction: eg low motivation, low job involvement, high absenteeism etc

Counter Productive work behaviour 

Behaviors that harm employees, an orga as a whole or orga stakeholders

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Egs. Bullying, gossiping, theft, violence, purposely doing wrong work, drug abuse, destroying orga property, fraud Will happen is ee’s are dissatisfied and have low engagement

Managerial implication:  -be careful when hiring, use personality tests  -motivate desired behaviors not CWB 4 key work attitudes 1. Orga commitment 2. Job satisfaction 3. Employee engagement 4. Job involvement Job involvement  The degree to which one is cognitively engaged, and concerned with one’s present job  They really enjoy their job, are having fun, involved, take responsibility and ownership Employee engagement  Individual demonstrated on emotional expression in their work  Enthusiasm/passion for work...