Organization Behavior
Organization Behavior
Organization Behavior
Values, Attitudes,
and Job Satisfaction
ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O N
© 2005 Prentice Hall Inc. WWW.PRENHALL.COM/ROBBINS PowerPoint Presentation
All rights reserved. by Charlie Cook
Values
Values
Basic convictions that 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.
Value System
A hierarchy based on a ranking of an individual’s
values in terms of their intensity.
Terminal Values
Desirable end-states of existence; the goals that a
person would like to achieve during his or her
lifetime.
Instrumental Values
Preferable modes of behavior or means of achieving
one’s terminal values.
Power Distance
The extent to which a society accepts that power in
institutions and organizations is distributed
unequally.
low distance: relatively equal distribution
high distance: extremely unequal distribution
Achievement
The extent to which societal values are
characterized by assertiveness, materialism and
competition.
Nurturing
The extent to which societal values emphasize
relationships and concern for others.
Uncertainty Avoidance
The extent to which a society feels threatened by
uncertain and ambiguous situations and tries to
avoid them.
Long-term Orientation
A national culture attribute that emphasizes the
future, thrift, and persistence.
Short-term Orientation
A national culture attribute that emphasizes the
past and present, respect for tradition, and fulfilling
social obligations.
Job Satisfaction
A collection of positive and/or negative feelings that
an individual holds toward his or her job.
Job Involvement
Identifying with the job, actively participating in it,
and considering performance important to self-worth.
Organizational Commitment
Identifying with a particular organization and its
goals, and wishing to maintain membership in the
organization.
© 2005 Prentice Hall Inc. All rights reserved. 3–11
The Theory of Cognitive Dissonance
Cognitive Dissonance
Any incompatibility between two or more attitudes
or between behavior and attitudes.
Moderating Variables
• Importance of the attitude
• Specificity of the attitude
• Accessibility of the attitude
• Social pressures on the individual
• Direct experience with the attitude
Attitude Surveys
Stimulating responses from employees through
questionnaires about how they feel about their jobs,
work groups, supervisors, and the organization.
Exit Voice
Behavior directed toward Active and constructive
leaving the organization. attempts to improve
conditions.
Loyalty Neglect
Passively waiting for Allowing conditions to
conditions to improve. worsen.