Values, Attitudes, Job Satisfaction, and Counterproductive Work Behaviors - PowerPoint PPT Presentation

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Values, Attitudes, Job Satisfaction, and Counterproductive Work Behaviors

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  1. Values, Attitudes, Job Satisfaction, and Counterproductive Work Behaviors Chapter Six

  2. Learning Objectives LO.1 Explain Schwartz’s value theory, and describe three types of value conflict. LO.2 Describe the values model of work–family conflict, and specify at least three practical lessons from work–family conflict research. LO.3 Identify the three components of attitudes and discuss cognitive dissonance. LO.4 Explain how attitudes affect behavior in terms of Ajzen’s theory of planned behavior. LO.5 Describe the model of organizational commitment.

  3. 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.

  4. Schwartz’s Value Theory • Schwartz’s 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

  5. Definition of Values and Motives in Schwartz’s Theory

  6. Relationship among Schwartz’s Values

  7. Value Conflicts

  8. A Values Model of Work–Family Conflict

  9. A Values Model of Work–Family 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 one’s life.

  10. A Values Model of Work–Family 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.

  11. Practical Research Insights about Work–Family Conflict • Work–family balance begins at home • An employer’s 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 work–family balance.

  12. Practical Research Insights about Work–Family Conflict • The importance of work–family balance varies across generations. • Take a proactive approach to managing work–family conflict.

  13. Organizational Response to Work–family 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.

  14. The Nature of Attitudes • Attitude • learned predisposition to respond in a consistently favorable or unfavorable manner with respect to a given object

  15. 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

  16. 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

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

  18. 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 ___________. • External locus of control • Cognitive dissonance • Internal locus of control • Halo error

  19. 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

  20. 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

  21. 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

  22. Ajzen’s Theory of Planned Behavior

  23. Organizational Commitment • Organizational commitment • reflects the extent to which an individual identifieswith an organization and is committed to its goals.

  24. A Model of Organizational Commitment

  25. 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.”

  26. What Contributes to EmployeeEngagement? Employee engagement is caused by a host of variables that can be separated into two categories: • Personal factors • Contextual or work-environment factors.

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

  28. What Contributes to EmployeeEngagement? • Contextual factors include organizational culture, job security and feelings of psychological safety, leader behavior

  29. Causes of Job Satisfaction • Job satisfaction • an affective or emotional response toward various facets of one’s job

  30. 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 one’s work values

  31. 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

  32. Correlates of Job Satisfaction

  33. Correlates of Job Satisfaction • Organizational citizenship behavior • employee behaviors that exceed work-role requirements

  34. 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 ______________. • Withdrawal cognition • Organizational commitment • Organizational citizenship behavior • Job equity

  35. Correlates of Job Satisfaction • Withdrawal cognitions • Represent an individual’s overall thoughts and feelings about quitting

  36. 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.

  37. Counterproductive Work Behavior

  38. 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 autonomy—and more likely to engage in CWBs if they had more resource power

  39. 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

  40. 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?