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OB_UG_2002 GSM 1
Work Values, Attitude, and Job Satisfaction
Hui WANGGuanghua School of Management
Peking University Email: [email protected]
Tel: 62753645 16 Oct. 2002
OB_UG_2002 GSM 2
Work Values
A worker’s personal convictions about what outcomes one should expect from work and how one should behave at work. Work Value System Sources of Value System Types of Values
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Intrinsic vs. Extrinsic Values
Intrinsic Values: Related to the nature of work itself
Extrinsic Values: Related to the outcomes of work.
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Intrinsic vs. Extrinsic Work Values
Intrinsic Values Interesting Work Challenging Work Learning New Things Making Important
Contributions Responsibility and
Autonomy Being Creative
Extrinsic Values High Pay Job Security Job Benefits Status in Wider
Community Social Contacts Time with Family Time for Hobbies
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Work Attitudes
Collections of feelings, beliefs, and thoughts about how to behave in one’s job and organization.
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Differences between Work Values and Attitudes.
ValuesNature of work itself
Stable over a long time
Determines choice of a job, career, happiness with a job, etc.
AttitudesCurrent job or
organization
Moderately stable
Determines absenteeism, turnover, organizational citizenship behaviors.
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Components of Work Attitudes
Affective Component: How a worker feels about work.
Cognitive Component: What a worker believes to be true about work.
Behavioral Component: What a worker thinks about how to behave at work.
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Components of Work Attitudes
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Moods
Positive moods lead to Higher quality service Higher performance of subordinates Creativity
Negative moods lead to Decision making inaccuracy
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Relationship Between Work Values, Attitudes, and Moods
Component
Work Values
Work Attitudes
Work Moods
Relationship
Most Stable
Moderately Stable
Most Changing
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Attitudes, Behavior & Consistency People try maintain consistency
between their different attitudes. People try maintain consistency
between attitudes and behavior.
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Cognitive Dissonance Theory
if there is an inconsistency between two attitudes or between attitudes and behavior
people seek to make them consistent
Achieve a stable state with minimum of dissonance
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Cognitive Dissonance Theory
Desire to reduce dissonance depends on 1 importance of elements creating the
dissonance2 degree of influence over the elements3 rewards involved in the dissonance
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Do Attitudes cause Behavior?
Answer: Not very well! Attitudes have a stronger affect on
behavior if they are important specific accessible social pressure reinforces the attitude you have experience with the
attitude.
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Self-Perception Theory
attitudes do not cause behavior, behavior causes attitudes
attitudes are formed after the fact to make sense out of behavior that already occurred
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Attitude Change 单面论证与双面论证 晓以利害 团体规定 积极参与 跨门檻效应 背后鞠躬效应
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Job Satisfaction
An individual’s general attitude toward his or her job.
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Determinants of Job Satisfaction
Personality Values Work Situation Social Influence
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Determinants of Job Satisfaction
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Theories of Job Satisfaction
Single Global Rating of Job Satisfaction
The Facet Model of Job Satisfaction The Discrepancy Model of Job
Satisfaction The Steady-State Theory of Job
Satisfaction Herzberg’s Motivator-Hygiene
Theory of Job Satisfaction
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The Facet Model of Job Satisfaction
Ability utilizationAchievementActivityAdvancementAuthorityCompany policiesCompensationCoworkersCreativity
IndependenceMoral valuesRecognitionResponsibilitySecurityServiceStatusSupervisionVariety
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The Discrepancy Model of Job Satisfaction
To determine how satisfied they are with their jobs, workers compare their job to some “ideal job.” This “ideal job” could be what one thinks the job should be like, what one expected the job to be like, what one wants from a job, or what one’s former job was like.
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Job Satisfaction as a Steady State
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Herzberg’s Motivator-Hygiene Theory of Job Satisfaction
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.
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Potential Consequences when Job Satisfaction is...
MISSING
Absenteeism
Turnover
PRESENT
Performance? Org. Citizenship
Behavior Worker Well-
Being
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Responses to Job DissatisfactionResponses to Job Dissatisfaction
Destructive
Active
Passive
Constructive
Exit Voice
Neglect Loyalty
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Other Important Work Attitudes
Job involvement: the degree to which a person identifies psychologically with his/her job and considers his/her perceived performance level important to self-worth.
Organizational commitment: A state in which an employee identifies with a particular organization and its goals, and wishes to maintain membership in the organization
