Chapter 2: Values and Attitudes
Chapter 2: Values and Attitudes ORGB 300
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This 3 page Class Notes was uploaded by Thao Duong on Monday October 26, 2015. The Class Notes belongs to ORGB 300 at Drexel University taught by Blythe Rosikiewicz in Fall 2015. Since its upload, it has received 39 views. For similar materials see Organizational Behavior in Humanities and Social Sciences at Drexel University.
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Date Created: 10/26/15
Chapter 2 VALUES AND ATTITUDES 1 Personal Values Personal Values abstract ideals that guide one s thinking and behavior across all situation a Schwartz s Value TheorV Values are motivational in that they represent broad goals that apply across contexts and time e g Valuing achievement will likely result in your studying hard to get an A Values are also relatively stable and can in uence behavior outside of our awareness 10 broad values guide behavior Two bipolar dimensions pg 3 First bipolar dimension 0 Selfenhancement gt Hedonism gt Achievement gt Power 0 Selftranscendence gt Universalism gt Benevolence Second bipolar dimension 0 Openness to change gt Selfdirection gt Stimulation gt Hedonism 0 Conservation gt Security gt Conformity gt Tradition b The Dynamics of Values Positive employers attitudes and motivation are greatest when the work environment is consistent with employees values Values tend to vary across generations because they are in uenced by events occurring during childhood 2 Personal Attitudes and Their Impact on Behavior and Outcomes Attitudes represent our feelings or opinions about people places and objects and range from positive to negative Attitudes impact your behavior Values are broader attitudes are more specific Workplace attitudes are an outcome of various OBrelated processes including leadership Workplace attitudes are attitudes that have resulted from the interaction of various individual group and organizational processes Attitudes attract attention a Personal Attitudes They Represent My Consistent Beliefs and Feelings About Specific Things Working longer and harder organizational citizenship behavior The three components of Attitudes Affective Cognitive and Behavioral P 5 9 Affective I feel Cognitive I believe Behavioral I intend When attitudes and reality collides Cognitive dissonance the psychological discomfort a person experiences when simultaneously holding two or more con icting cognitions ideas beliefs values or emotions Reduce cognitive dissonance Change your attitude or behavior or both Belittle the importance of the inconsistent behavior Find consonant elements that outweigh dissonant ones Attitudes Affect Behavior via Intentions Determinants of Intentions how three keys general motives predict or at least in uence intention and behavior Attitude toward the behavior Subjective norm Perceived behavioral control Key Workplace Attitudes Savvy managers will track four key workplace attitudes Organizational commitment the extent to which an individual identifies with an organization and commits to its goals Committed individuals tend to display two outcomes gt Likely continuation of their employment with the organization gt Greater motivation toward pursuing organizational goals and decisions gt Psychological contracts 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 gt Four feelings urgency being focused intensity enthusiasm gt What contributes to employee engagement Person factors environmental characteristics and organizational level factors Perceived organizational support re ects the extent to which employees believe their organization values their contributions and genuinely cares about their wellbeing Job satisfaction The Causes of Job Satisfaction Job satisfaction an affective or emotional response toward various facets of one s job Five predominant models of job satisfaction Need fulfillment Understand and meet employers needs Met expectations Meet expectations of employees about what they will receive from their job Value attainment Structure the job and its rewards to match employee values Equity Monitor employee s perceptions of fairness and interact with them so they feel fairly treated DispositionalGenetic components Hire employees with an appropriate disposition A shorter walk to work Telecommuting Major Correlates and Consequences of Job Satisfaction Job satisfaction has positive correlations to 0 Attitudes motivation job involvement withdrawal cognitions perceived stress 0 Behavior job performance organizational citizenship behavior OCB counterproductive work behavior CWB turnover