|VALUES, ATTITUDES, AND JOB SATISFACTION |
After studying this chapter, students should be able to:
1. Contrast terminal and instrumental values
2. List the dominant values in today’s workforce
3. Identify the five value dimensions of national culture
4. Contrast the three components of an attitude
5. Summarize the relationship between attitudes and behavior 6. Identify the role that consistency plays in attitudes
7. State the relationship between job satisfaction and behavior 8. Identify four employee responses to dissatisfaction
Why is it important to know an individual’s values? Although they do not have a direct impact on behavior, values strongly influence a person’s attitudes. Knowledge of an individual’s value system can provide insight into his/her attitudes.
Given that people’s values differ, managers can use the Rokeach Value Survey to assess potential employees and determine if their values align with the dominant values of the organization. An employee’s performance and satisfaction are likely to be higher if his/her values fit well with the organization. For instance, the person who places high importance on imagination, independence, and freedom is likely to be poorly matched with an organization that seeks conformity from its employees. Managers are more likely to appreciate, evaluate positively, and allocate rewards to employees who “fit in,” and employees are more likely to be satisfied if they perceive that they do fit. This argues for management to strive during the selection of new employees to find job candidates who not only have the ability, experience, and motivation to perform, but also a value system that is compatible with the organization’s.
Managers should be interested in their employees’ attitudes because attitudes give warnings of potential problems and because they influence behavior. Satisfied and committed employees, for instance, have lower rates of turnover and absenteeism. Given that managers want to keep resignations and absences down—especially among their more productive employees—they will want to do those things that will generate positive job attitudes.
Managers should also be aware that employees will try to reduce cognitive dissonance. More importantly, dissonance can be managed. If employees are required to engage in activities that appear inconsistent to them or are at odds with their attitudes, the pressures to reduce the resulting dissonance are lessened when the employee perceives that the dissonance is externally imposed and is beyond his/her control or if the rewards are significant enough to offset the dissonance.
At the end of each chapter of this instructor’s manual, you will find suggested exercises and ideas for researching the WWW on OB topics. The exercises “Exploring OB Topics on the Web” are set up so that you can simply photocopy the pages, distribute them to your class, make assignments accordingly. You may want to assign the exercises as an out-of-class activity or as lab activities with your class. Within the lecture notes the graphic will note that there is a WWW activity to support this material.
The chapter opens introducing Marge Savage, a Microsoft marketing analyst who is gathering information about the “Nexters” generation—people born after 1977. They are the first group of people to never know a world without computers and the Internet. She found that this group values integrity, teamwork, moral support, responsibility, and freedom to pursue their dreams. They want to work for a company that supports their needs, and where they can have significant influence in shaping society. They see technology and the Internet as a major force for changing the world—good news for Microsoft.
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