Session 3 - Values, Attitudes, Moods and Emotions PDF

Session 3 Values, Attitudes, Moods, and Emotions Understanding and Managing Organizational Behavior Fifth Edition Image from opening case Jennifer M. George Gareth R. Jones ©2007 Prentice Hall  Learning Objectives § Describe...

Session 3 Values, Attitudes, Moods, and Emotions Understanding and Managing Organizational Behavior Fifth Edition Image from opening case Jennifer M. George Gareth R. Jones ©2007 Prentice Hall  Learning Objectives § Describe the nature of work values and ethical values and why they are of critical importance in organizations § Understand why it is important to understand employees’ moods and emotions on the job § Appreciate when and why emotional labor occurs in organizations 3-2 ©2007 Prentice Hall  Learning Objectives § Describe the nature, causes, theories, and consequences of job satisfaction § Appreciate the distinction between affective commitment and continuance commitment and their implications for understanding organizational behavior 3-3 ©2007 Prentice Hall  The Nature of Values Values are one’s personal convictions about what one should strive for in life and how one should behave. Work Ethical Values Values 3-4 ©2007 Prentice Hall  Exhibit 3.1 Values in the Workplace Values Work Values Ethical Values Intrinsic Extrinsic Moral Justice Utilitarian Work Work Rights Values Values Values Values Values 3-5 ©2007 Prentice Hall A Comparison of Intrinsic and Extrinsic Work Values Intrinsic Values Extrinsic Values § Interesting work § High pay § Challenging work § Job security § Learning new things § Job benefits § Making important § Status in wider contributions community § Responsibility and § Social contacts autonomy § Time with family § Being creative § Time for hobbies 3-6 ©2007 Prentice Hall  Ethical values § Utilitarian values dictate that decisions should be made that generate the greatest good for the greatest number of people. § Moral rights values indicate that decisions should be made in ways that protect the fundamental rights and privileges of people affected by the decision, such as their freedom, safety, and privacy. § Justice values dictate that decisions should be made in ways that allocate benefit and harm among those affected by the decision in a fair, equitable, or impartial manner. 3-7 ©2007 Prentice Hall CASE STUDY - Ethical values "Elephant Man's disease." It results in non-malignant tumors on the body's nerves, leaving the patient severely disfigured, and radically impairs his bodily functions. He has suffered from this for 19 years, and has had well over 100 operations to remove tumors, leaving him totally deaf, partially blind, totally paralyzed except for movement in his right shoulder, and total impairment of the breathing muscles so that he lives on a respirator. Despite the operations, he has tumors on every nerve in his body, and no chance of remission. All the medical personnel and social workers agree that, despite being severely depressed, he is fully alert, conscious, and able to make rational decisions and choices. He wants to be taken off the respirator. With life support, he would live for many years, but without it, he will die of oxygen starvation within hours. Question: If you were his family member, would you follow his decision or still keep the respirator? In which values you are following? Explain why. 3-8 ©2007 Prentice Hall  Code of Ethics A code of ethics is a 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: people who inform those in positions of authority of any wrongdoing, illegal behavior, or unethical behavior in an organization – Discuss the potential risks taken by whistleblowers 3-9 ©2007 Prentice Hall  Work Attitudes Work attitudes are collections of feelings, beliefs, and thoughts about how to behave that people currently hold about their jobs and organizations Job Organizational Satisfaction Commitment 3-10 ©2007 Prentice Hall  Exhibit 3.3 Components of Work Attitudes Affective Component Cognitive Component Work Attitudes Behavioral Component 3-11 ©2007 Prentice Hall  Exhibit 3.5 Determinants of Job Satisfaction Personality Work Job Values Situation Satisfaction Social Influence 3-12 ©2007 Prentice Hall  Determinants of Job Satisfaction_1 § Personality – Extraverts tend to have higher levels of job satisfaction than introverts § Values – A person 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 offers poor pay 3-13 ©2007 Prentice Hall  Determinants of Job Satisfaction_2 § Work Situation – tasks a person performs – people a jobholder interacts with – surroundings in which a person works – the way the organization treats the jobholder 3-14 ©2007 Prentice Hall  Determinants of Job Satisfaction_3 § Social influence is the influence that individuals or groups have on a person’s attitudes and behavior. ØCoworkers ØFamily ØOther reference groups (unions, religious groups, friends) ØCulture 3-15 ©2007 Prentice Hall Theories of Job Satisfaction § The Facet Model § Herzberg’s Motivator-Hygiene Theory § The Discrepancy Model § The Steady-State Theory 3-16 ©2007 Prentice Hall  The Facet Model § Ability utilization § Independence § Achievement § Moral values § Activity § Recognition § Advancement § Responsibility § Authority § Security § Company policies § Social service § Compensation § Social status § Coworkers § Variety § Creativity § Working conditions 3-17 ©2007 Prentice Hall 3-18 ©2007 Prentice Hall Motivator and Hygiene Needs § When motivator needs are met, workers will be satisfied; when these needs are not met, workers will not be satisfied. § When hygiene needs are met, workers will not be dissatisfied; when these needs are not met, workers will be dissatisfied. 3-19 ©2007 Prentice Hall  MOTIVATOR FACTORS HYGIENE FACTORS Advancement Salary Promotion Insurance Responsibility Relationship Achievement Supervision Security Policy 3-20 ©2007 Prentice Hall  Exhibit 3.7 Two Views of Job Satisfaction 3-21 ©2007 Prentice Hall Exhibit 3.9 Sample Measures of Job Satisfaction 3-22 ©2007 Prentice Hall  Consequences of Job (Dis)Satisfaction Performance Absenteeism Turnover 3-23 ©2007 Prentice Hall  Consequences § Is there any correlation between satisfaction and task performance? § Is there any correlation between satisfaction and contextual performance? § contextual performance, also known as organizational citizenship behavior, or OCB: refers to behaviors that are not formally part of one’s job description—that is, behaviors that have more to do with social elements at work than with task elements § Withdrawal behaviors: absenteeism, tardiness, and turnover § Does dissatisfaction lead to absenteeism, tardiness, and turnover? 3-24 ©2007 Prentice Hall 3-25 ©2007 Prentice Hall 3-26 ©2007 Prentice Hall  Consequences (cont.) § Counterproductive Work Behaviors (CWBs): Any behaviors that bring, or are intended to bring, harm to an organization, its employees, or its stakeholders. § Include: arson, blackmail, bribery, sabotage, theft, fraud, psychological withdrawal, interpersonal violence, and sometimes absence and lateness 3-27 ©2007 Prentice Hall Organizational commitment § Organizational commitment (OC): The psychological attachment that binds an employee to the organization. 3-28 ©2007 Prentice Hall Organizational commitment § Components: § Affective commitment: Emotional attachment to an organization, characterized by a strong belief in and acceptance of the organization’s goals and values, a willingness to exert effort on behalf of the organization, and a strong desire to remain a part of the organization. § Continuance commitment: Attachment to an organization as a function of what the employee has invested in it; also called sunk-costs commitment. § Normative commitment: Attachment to an organization that reflects one’s obligation to continue employment with the organization; also called moral commitment. 3-29 ©2007 Prentice Hall 3-30 ©2007 Prentice Hall  Additional job attitudes § job involvement: The extent to which employees are cognitively engaged in their jobs § work centrality: The degree of importance that work holds in one’s life. § One distinction between job involvement and work centrality is that the former focuses on one’s particular job, whereas the latter concerns work in general. § job involvement, work centrality, and organizational commitment are moderately intercorrelated, with relationships § job involvement moderated the effect of job insecurity on outcomes such as negative job attitudes, health problems, and psychological distress § Workaholic: An individual whose high drive to work and high job involvement become so intense that they result in work– life imbalance issues 3-31 ©2007 Prentice Hall  Additional job attitudes § perceived organizational support (POS): Employees’ global beliefs concerning the extent to which the organization values and cares about them. § important consequences of POS are: affective commitment, trust in management/organization, job satisfaction, burnout (negatively related), OCBs, and turnover intentions (negatively related) 3-32 ©2007 Prentice Hall Attitudes, intentions and behaviors § Theory of planned behaviour: was developed from an earlier model called the theory of reasoned action Subjective norm: An individual’s perception of the social pressures to perform or not perform a particular behavior. Perceived behavioral control: An individual’s belief about how easy or difficult performance of a behavior is likely to be. 3-33 ©2007 Prentice Hall  Work Moods § 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 3-34 ©2007 Prentice Hall  Work Moods Positive Negative § Excited § Distressed § Enthusiastic § Fearful § Active § Scornful § Strong § Hostile § Peppy § Jittery § Elated § Nervous 3-35 ©2007 Prentice Hall  Emotions § Intense, short-lived feelings that are linked to specific cause or antecedent § Emotions can feed into moods § Emotional labor 3-36 ©2007 Prentice Hall  Emotional Labor Display Rules Feeling Rules Expression Rules 3-37 ©2007 Prentice Hall Exhibit 3.4 Values, Attitudes, Moods, and Emotions Values Attitudes (most stable) (moderately stable) Moods and Emotions (most changing) 3-38 ©2007 Prentice Hall