ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S W W W . P R E N H A L L . C O M / R O B B I N S T E N T H E D I T I O N © 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook
Dec 13, 2015
ORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N S
W W W . P R E N H A L L . C O M / R O B B I N S
T E N T H E D I T I O N
© 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook
© 2003 Prentice Hall Inc. All rights reserved. 3–2
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 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.
L E
A R
N I
N G
O
B J
E C
T I
V E
S
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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.
L E
A R
N I
N G
O
B J
E C
T I
V E
S (
con
t’d
)
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ValuesValues
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Types of Values –- Rokeach Value SurveyTypes of Values –- Rokeach Value Survey
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Values in the
Rokeach Survey
Values in the
Rokeach Survey
E X H I B I T 3-1a
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Values in the
Rokeach Survey(cont’d)
Values in the
Rokeach Survey(cont’d)
E X H I B I T 3-1b
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Mean Value Rankings of Executives, Union Members,
and Activists
Mean Value Rankings of Executives, Union Members,
and Activists
E X H I B I T 3-2
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Dominant Work Values in Today’s WorkforceDominant Work Values in Today’s Workforce
E X H I B I T 3-3
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Values, Loyalty, and Ethical BehaviorValues, Loyalty, and Ethical Behavior
Ethical Climate inEthical Climate inthe Organizationthe Organization
Ethical Climate inEthical Climate inthe Organizationthe Organization
Ethical Values and Ethical Values and Behaviors of Behaviors of
LeadersLeaders
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Hofstede’s Framework for Assessing CulturesHofstede’s Framework for Assessing Cultures
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Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)
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Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)
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Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)
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Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)
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The GLOBE Framework
for Assessing
Cultures
The GLOBE Framework
for Assessing
Cultures
• Assertiveness
• Future Orientation
• Gender differentiation
• Uncertainty avoidance
• Power distance
• Individual/collectivism
• In-group collectivism
• Power orientation
• Humane orientation
• Assertiveness
• Future Orientation
• Gender differentiation
• Uncertainty avoidance
• Power distance
• Individual/collectivism
• In-group collectivism
• Power orientation
• Humane orientation
E X H I B I T 3-4
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AttitudesAttitudes
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Types of AttitudesTypes of Attitudes
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The Theory of Cognitive DissonanceThe Theory of Cognitive Dissonance
Desire to reduce dissonance
• Importance of elements creating dissonance
• Degree of individual influence over elements
• Rewards involved in dissonance
Desire to reduce dissonance
• Importance of elements creating dissonance
• Degree of individual influence over elements
• Rewards involved in dissonance
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Measuring the A-B RelationshipMeasuring the A-B Relationship
Recent research indicates that the attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account.
Moderating Variables
• Importance of the attitude
• Specificity of the attitude
• Accessibility of the attitude
• Social pressures on the individual
• Direct experience with the attitude
Moderating Variables
• Importance of the attitude
• Specificity of the attitude
• Accessibility of the attitude
• Social pressures on the individual
• Direct experience with the attitude
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Self-Perception TheorySelf-Perception Theory
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An Application: Attitude SurveysAn Application: Attitude Surveys
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Sample Attitude SurveySample Attitude Survey
E X H I B I T 3-5
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Job SatisfactionJob 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
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The Effect of Job Satisfaction on Employee Performance
The Effect of Job Satisfaction on Employee 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.
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Responses to Job DissatisfactionResponses to Job Dissatisfaction
E X H I B I T 3-6
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How Employees Can Express DissatisfactionHow Employees Can Express Dissatisfaction
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Job Satisfaction and OCBJob Satisfaction and 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.