© 2008The McGraw-Hill Companies, Inc. All rights reserved.

ChapterChapter 6 6

Values, Attitudes, Job Satisfaction,

and Counterproductive

Work Behaviors

Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

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Ch. 6 Learning Objectives

1. Explain Schwartz’s value theory and describe three types of value conflict.

2. Describe the values model of work/family conflict, and specify at least three practical lessons from work/family conflict research.

3. Identify the three components of attitudes and discuss cognitive dissonance.

4. Explain how attitudes affect behavior in terms of Ajzen’s theory of planned behavior.

Ch. 6 Learning Objectives

5. Describe the model of organizational commitment.6. Define the work attitudes of job

involvement/employee engagement and job satisfaction.

7. Identify and briefly describe five alternative causes of job satisfaction.

8. Identify eight important correlates/consequences of job satisfaction, and summarize how each one relates to job satisfaction.

9. Identify the causes of counterproductive work behavior and measures to prevent it.

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Your ExperienceWhat was the primary reason you’ve ever quit a job?

a. Didn’t like my bossb. I wasn’t a fit with the company culturec. Better pay somewhere elsed. More interesting or challenging work

somewhere elsee. I’ve never quit a jobf. Other

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Schwartz’s Value Theory

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Schwartz’s Value Theory

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Value ConflictsIntrapersonal Value Conflict

Interpersonal Value Conflict

Individual-Organizational

Value Conflict 6-7

Test Your KnowledgeMatch the types of conflicts with the descriptions below1. Intrapersonal Value Conflict2. Interpersonal Value Conflict3. Individual-Organization Value Conflict

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A.A. I want to be healthy by exercising regularly; I want I want to be healthy by exercising regularly; I want to advance my career by working hard and be to advance my career by working hard and be involved in my children’s life.involved in my children’s life.

B.B. I want to be healthy; My organization values I want to be healthy; My organization values smoking.smoking.

C.C. I want to be honest by reporting company financials I want to be honest by reporting company financials accurately; My coworker values a bonus that would accurately; My coworker values a bonus that would come from reporting booked income early.come from reporting booked income early.

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A Values Model of Work/Family Conflict

Job and Life

Satisfaction

General Life

Values

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Test Your KnowledgeTrue or False?1. Having lots of specific family-friendly

programs is more important than having a family-friendly culture

2. Work flexibility in terms of when, where and how employees get their jobs done is essential for work/life balance.

3. Managers perceived as having higher work-life balance were rated less promotable.

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AttitudesAttitude is defined as “a learned predisposition to respond in a consistently favorable or unfavorable manner with respect to a given object”How do attitudes affect our behavior?6-11

Attitudes

Three components of an attitude•Affective: feelings or emotions about an object

•Behavioral: how one intends to act toward someone or something

•Cognitive: beliefs or ideas one has about an object

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Test Your KnowledgeWhich attitude component is depicted by each of these statements?

A=Affective, B=Behavioral, or C=Cognitivea. “I like going to work.”b. “Working allows me to afford what I

need and want.”c. “I intend to quit my job.”d. “Working with my coworkers is

frustrating.”e. “I believe working helps contribute to

society.” 6-13

Cognitive DissonanceCognitive Dissonance•Psychological

discomfort experienced when attitudes and behavior are inconsistent

•How can you reduce cognitive dissonance? 6-14

Ajzen’s Theory of Planned Behavior

Attitude toward thebehavior

Subjectivenorm

Perceived behavioral

control

Intention Behavior

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Timeline of Work Values and Attitudes

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Work AttitudesOrganizational Commitment extent to which an individual identifies with an organization and its goals

Why does organizational commitment matter?

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Model of Organizational Commitment

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Test Your KnowledgeDylan is independently wealthy but works very hard at his job. He believes in the values of the company and enjoys devoting time to accomplishing the company goals. Dylan most likely has _________.a. Affective commitmentb. Normative commitmentc. Continuance commitment

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Work Attitudes

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Work Attitudes

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Causes of Job Satisfaction

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Correlates of Job Satisfaction

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© 2008The McGraw-Hill Companies, Inc. All rights reserved.

ChapterChapter 6 6

Values, Attitudes, Job Satisfaction,

and Counterproductive

Work Behaviors

Supplemental Slides

Keeping Your “A” Players

When economy is bad, lay-offs are often a knee-jerk reaction that have long-term implications

Home Depot wanted to retain it’s best talent and improve morale• Reduced sales and profit targets to challenging, yet

achievable numbers

• Result – highest ever percentage of in-store employees earned bonuses

McGregor, J. Keeping Talent in the Fold, BusinessWeek, 11/3/2008. 6-25

Building Morale During Tough Times

Even when times are tough – overcommunicate

Effective leaders know• They don’t have to have all the answers• People want to know the truth, even if it’s ugly• Stay optimistic and upbeat• Keep your vision clear

Source: Colvin, G. How to Manage Your Business in a Recession, Fortune, 1/19/2009 6-26

Survey says flexibility a plus….

Source: Survey of 560 Organizations by the institute for Corporate Productivity, Training, July/August 2008 6-27

Employee Engagement and Retention

Source: Bos, J. Building Engagement in an Economic Crisis, Workforce Management, April 20, 2009 6-28

Video Cases

PatagoniaLeaving Corporate America

6-29

Smashing the Clock: Best-Buy’s Cultural Experiment

Problem: Best Buy employees suffered stress, burnout, and there was high turnoverSolution: Results Only Work Environment (ROWE)• “No mandatory meetings; never required to be

at work; performance is based on output, not hours”

• “The official policy …. is that people are free to work wherever they want, whenever they want, as long as they get their work done. “

Results: • Average voluntary turnover has fallen drastically• Productivity is up an average 35% • Employee engagement has increased.

Source: Conlin, M. Smashing the Clock, Business week, November, 2006,

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Engagement: Why am I Here?

What percentage of the American workforce do NOT know or understand their employer’s business strategy and are not engaged in their jobs?

A. 10%B. 35%C. 66%D. 80%

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Job Embeddedness

Job Embeddedness•contributes to employees’ decisions to

stay or go beyond org. commitment and job satisfaction. Comprised of:

Fit: the extent job and community are similar or fit with other aspects in a person’s lifeLinks: the person has links to other people or activitiesSacrifice: what would the person sacrifice if he/she left

Source: Holtom, B.C., Mitchell, T. R., and Lee, T.W. Increasing human and social capital by applying job embeddedness theory, Organizational Dynamics, Vol. 35.(4), 316-331, 2006. 6-32

Job Embeddedness

These are important both on and off the job• Organization• Community

Thus, the better the fit between the organization and community,the more links to both the organization and community, and the greater the sacrifice to the individual if he/she left the less likely an employee is to leave

Source: Holtom, B.C., Mitchell, T. R., and Lee, T.W. Increasing human and social capital by applying job embeddedness theory, Organizational Dynamics, Vol. 35.(4), 316-331, 2006.

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Job Embeddedness

Source: Holtom, B.C., Mitchell, T. R., and Lee, T.W. Increasing human and social capital by applying job embeddedness theory, Organizational Dynamics, Vol. 35.(4), 316-331, 2006.

Company Practice Aspect Strengthened

SEI Investments Open floor plan so everyone feels equal

Fit-Organization

Deloitte & Touche, PWC

Referral bonuses including new cars

Link-Organization

Booz Allen & Hamilton 2/3rds of employees have flexible work arrangement

Sacrifice-Organization

Bingham McCutchen Box seats at Fenway Park Fit-Community

Texas Instruments Sponsors day camps for kids

Link-Community

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Sick Leave or Free Day Off?

38% of unscheduled absences are due to personal illness. 62% call in sick due to:•23% Family issues•18% Personal needs•11% Stress•10% Entitlement mentality

When is it ethical to use sick days?What can corporations do to control cost yet meet employee’s needs?

Source: Gardner, M. Arizona Republic, Sick leave or free day off?, D3, 1/15/05

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Flextime

Flexible arrival time

Core periodFlexible

departure time

7:00 a.m. 9:00 a.m. 3:30 p.m.

6:00 p.m.

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Change in Male Perspectives

I would sacrifice family time for exciting opportunities and higher pay at my job•21%

I would sacrifice exciting opportunities and higher pay at my job for more time with my family•72%

Generally speaking, do you prefer a male or female boss?•55% No Preference

•34% - Male•9% Female

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0 500 1,000 1,500 2,000 2,500 3,000

S. Korea

Greece

US

Germany

Norway

Avg.HoursWorked/ Year

Average Work Weeks Across Countries

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Launching Flextime ProgramsUse flex policies to lure new employees by mentioning it in job openingsRecognize that flextime isn’t a perk, it’s a strategic toolEmpower employees to craft flexible solutionsExpect employees to make a business case for going flextime

Give employees a formal structure for planning and implementing a flexible scheduleShare success storiesAdopt a flex policy on a small scale and measure the results

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Modern Technology Interferes with Work-Life Balance

“Electronic Leashes” might actually keep flextime employees working rather than using their free time for family obligations:• Laptop computers• Mobile phones• Personal digital

assistants• Tracking devices• Wireless and high-

speed Internet access6-40

Deci’s Cognitive Evaluation Theory

Job Performance

An external locus of control; diminished sense of competence and self-determination

Control Aspect

Contingent rewards that are expected by the recipient

An internal locus of control; enhanced sense of competence and self-determination

Informational Aspect

Unexpected, noncontingentrewards or instructivefeedback

Reward Self-PerceptionErosion

of intrinsic motivation

Enhancementof intrinsic motivation

Perceived Salience

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Americans More Unhappy with Jobs

0%

10%

20%

30%

40%

50%

60%

70%

1995 2002 1995 2002

Americans NotSatisfied with TheirJobs

Americans Satisfiedwith Their Jobs

New EnglandersNot Satisfied withtheir jobs

New EnglandersSatisfied with theirjobs

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Training Managers to Curb Turnover

Teach them to provide daily informal feedback to employeesTrain them to ask employees regularly about their own training needsTeach managers to be flexible

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What Makes Them Stay

Exciting work and challengeCareer growth, learning and developmentFair pay and benefitsRelationships and working with a great bossPride in the organization, its mission and its productGreat work environment or cultureBeing recognized, valued and respectedMeaningful work, making a differenceAutonomy

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Retention TipsFocus initially on the executive groupPresent a retention business case to the executive teamMake retention mandatoryDesign retention as an OD interventionUse exit interviewsConduct routine sensing interviewsFocus on the histories and culture of acquired employeesView recruiting as ongoing and proactiveKeep track of employment trends

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Retention Tips Cont.

Treat your people like VIPs—Very Individual PeopleLeverage the strengths of the current team membersDevelop individualized retention plansProvide clear development plans and learning opportunitiesStay connected with previous employeesPlan challenges for knowledge-based peopleCommunicate goals, strategies and successesMaintain a warrior spirit towards retention

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Conclusion

Questions for discussion

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