#StandardsGoals for 2024: What’s new for BISAC - Tech Forum 2024
Chapter 3 attitudes and values (1) (1)
1.
2. "People travel to wonder at the height
of the mountains, at the huge waves of
the seas, at the long course of the
rivers, at the vast compass of the ocean,
at the circular motion of the stars, and
yet they pass by themselves without
wondering”.
-- St. Augustine
3. The Nature of Values
One’s personal convictions about what one
should strive for in life and how one should
behave
“A specific mode of conduct or end-state of
existence is personally or socially preferable
to an opposite or converse mode of conduct
or end-state of existence” (Rokeach, 1973)
4. All of us have a hierarchy of values that forms our value
system. This system is identified by the relative
importance we assign to such values as freedom,
pleasure, self-respect, honesty, obedience and
equality.
Values tend to be relatively stable and enduring.
A significant portion of our values is established in our
early years
The process of questioning our values may result in a
change. Values are important in OB because they lay
the foundation for the understanding of attitudes and
motivation and because they influence our perceptions
Values can cloud objectivity and rationality.
5. Terminal Instrumental
Desirable end-states
of existence
Goals a person would
like to achieve during
lifetime
Success
Preferable modes of
behavior
Means of achieving
terminal values
Ambitious,
Hardworking
7. Types of Values
Work Values Ethical Values
Intrinsic
Work
Values
Extrinsic
Work
Values
Justice
Values
Utilitarian
Values
Moral
Rights
Values
8. 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
9. One’s personal convictions about what is
right and wrong
Utilitarian
Moral Rights Distributive Justice
10. • Managers must become capable of working with people
across different cultures.
• Because values differ across cultures, an understanding
of these differences should be helpful in explaining and
predicting behaviour of employees from different
countries.
• Geert Hofstede surveyed 1,16,000 IBM employees in 40
countries in their work related values – found managers
and employees vary on 5 value dimensions of national
culture.
1. Power Distance: The degree to which people in a country
accept that power in institutions and organizations is
distributed unequally/ relatively equal (low power
distance) to extremely unequal (high power distance)
11. 2. Individualism vs Collectivism: Degree to which
people in a country prefer to act as individuals rather
than as members of a group.
3. Quantity of life vs Quality of life:
Quantity: degree to which values such as
assertiveness, the acquisition of money and material
goods and competition prevails.
Quality: The degree with which we value
relationships, show sensitivity and concern for the
welfare of others.
4. Uncertainty avoidance: Degree to which people in a
country, prefer structured or unstructured
situations.; Risk taking.
5. Long term and short term orientation:
Long: look to future and value thrift and persistence
Short: Values past and present; emphasis respect for
traditions and fulfilling social obligations.
12. Collectivism Low power
Distance
Low Uncertainty
Avoidance
Nurturing
Orientation
Short-Term
Orientation
Individualism High Power
Distance
High Uncertainty
Avoidance
Achievement
Orientation
Long-Term
Orientation
USA
Germany
Japan
Hong Kong
China
USA
USA
USA
USA
Germany
Germany
Japan
Japan
Japan
Japan
China
Malaysia
France
India
Singapore
Australia
South
Korea
Sweden
Netherlands
Russia
14. 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
15. A motivational state arising from holding
logically inconsistent cognitions
Incompatibility between two or more
attitudes, or between attitudes and behavior
Ways to eliminate dissonance:
Add consonant cognitions
Reduce importance of dissonant cognitions
Change one of the dissonant cognitions
16. Engage in boring peg-
turning task
Paid $1 or $20 to lie
to next participant
about the
experiment, or no lie
control group
Afterwards asked
whether they liked
the task
17. “Attitude is more important than the
past, than education, than money,
than circumstances, than what other
people think or say or do. It is more
important than appearances,
giftedness or skill. It will make or
break a company, a church or a
home.”
-- Charles Swindoll
18.
19. There are so many things in life you have
little control over, such as the political
environment, the weather, the job
market, the economy. But there is one
aspect of your life that you do have the
power to control, and that’s your
attitude.
Each and every moment of every day you
decide what your attitude will be ---
about yourself, your job, your family and
friends, change, responsibilities, etc.
20. “An organized predisposition to respond in a
favorable or unfavorable manner toward a
specified class of objects” (Shaver, 1977)
Position on a bipolar affective or evaluative
dimension (Fishbein & Ajzen, 1975)
Networks of interrelated beliefs that reside in
long-term memory and are activated when the
attitude object or issue is encountered (Tourangeau &
Rasinksi, 1988)
“Evaluative statements or judgments
concerning objects, people or events (Robbins, 2007)
21. “A general and enduring positive or negative
feeling toward some person, object, or
issue”
“An association between an object and an
evaluation in memory”
“ Attitude is a learned internal response to a
given stimulus, resulting in observable
behavior ”
22. An attitude is defined as a learned predisposition to
respond in a consistently favourable or unfavourable
manner with respect to a given object.
While Values represent global beliefs that influence
behaviour, across all situations, attitudes relate only to
behaviour directed towards specific objects, persons or
situations.
Values and attitudes generally, but not always, are in
harmony.
Study: Job attitudes of middle aged male employees
stable over a time frame of 5 years – even those who
changed jobs / occupation.
Attitudes are translated into behaviour through
behavioural intentions.
An individual’s intentions to engage in a given
behaviour is the best predictor of that behaviour.
24. Attitudes vary in a
number of important
ways
Valence (positive or
negative)
Intensity
Strength
Accessibility
Basis
25. Affective Component
Emotional or feeling
Behavioral Component
Intention to behave
in a certain way
towards someone or something
Cognitive Component
Opinion or belief
Work Attitudes
Negative / Positive
31. 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
37. Job related attitudes tap +ve or –ve evaluations that employees hold
about aspects of their work environments. 3 major attitudes:
1. Job Satisfaction: an individual’s general attitude towards
his/her job. A person with a high level of job satisfaction holds
+ve attitudes toward the job.
2. Job Involvement: measures degree to which a person
identifies psychologically with his/her job & considers his/her
perceived performance level important to self worth. People
with high job involvement strongly identifies with and really
care about the kind of work they do.
3. Organization commitment: A state in which an employee
identifies with a particular orgn and its goals and wishes to
maintain membership in the orgn.
38. Spector:
“the degree to which people like
their jobs”
“How people feel about their
jobs and different aspects of
their jobs”
Locke:
“ A pleasurable or positive
emotional state resulting from
the appraisal of one’s job or job
experiences”
Work
characteristics
Job
Satisfaction(s)
39. Porter (1961): Need Satisfaction
Desired-Actual
Minnesota Work Adjustment Model
20 “reinforcers” (based on Murray’s 12 needs)
Locke (1976): Values
“Job satisfaction results from appraisal of one’s
job as attaining…one’s important job values”
Provided these values are congruent with basic
needs
42. A chink in the armor: are perceptions veridical
with objective reality?
Social Information Processing model
Dispositional View
43. Social construction of attitudes vs objective characteristics)
Salancik & Pfeffer (1978)
Roots in Schachter & Singer (1962)
Attitude statements based on:
Perception of affective components
Social context cues
Self-attributions about behavior
Event
Generalized
Arousal
Cues
JS
44. Staw & Ross (1985)
Surprising stability over time/situations
Staw, Bell & Clausen (1986)
Childhood temperament predicts adult JS
Arvey et al. (1989)
JS has hereditary component (30%)
45. General questions about behavioral genetics
Gerhart (1987): Situation AND Disposition
Compared effects on current satisfaction of prior
satisfaction, pay, job complexity
Job complexity had strongest effect
Why isn’t extrinsic satisfaction heritable?
Why is JS heritable? A JS gene?
46. Trait NA/PA may be key factor
Some reason to believe that it may have biological
basis, and thus inheritable
Those high in NA are more likely to:
Notice negative stimuli
Evaluate stimuli in negative terms
Recall negative stimuli
Create interpersonal conflict dissatisfaction
47. Events Affect JS
Weiss & Cropanzano (1996)
Disposition Mood at work JS
Weiss et al. (1999)
Disposition Interpretations JS
Brief (1998)
50. A person’s job is more than the obvious activities of shuffling
papers, waiting on customers, or driving a truck. Jobs require
interaction with co-workers & bosses, following orgn rules and
policies, meeting performance standards, living with working
conditions which often are less than ideal, etc.
Happy workers are not necessarily productive workers.
However, productive workers are normally happy workers.
Orgns with more satisfied workers tend to be more effective
than with less satisfied workers.
Generally dissatisfied workers absent themselves more. Liberal
sick benefits also contribute. Also if you have interesting side
activities.
Satisfaction is negatively related to turnover. Other factors
include the labour market, expectations about other job
opportunities, etc.
51. Personality
Extroverts tend to have higher levels of job
satisfaction than introverts
Values
Those 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 offer poor pay
52. Work Situation
tasks a person performs
people a jobholder interacts with
surroundings in which a person works
the way the organization treats the jobholder
53. Social Influence: influence that individuals or
groups have on a person’s attitudes and
behavior
Coworkers
Family
Other reference groups (unions, religious groups,
friends)
Culture
54. Work Itself
Pay
Promotion
Supervision
Co-Workers
Working Conditions
56. Feelings and beliefs about the employing
organization as a whole
Affective commitment
Continuance commitment
Affective commitment is more positive for
organizations than continuance commitment
60. Motivation to attend
work is affected by
Job satisfaction
Organization’s
absence policy
Other factors
Ability to attend
work is affected by
Illness and
accidents
Transportation
problems
Family
responsibilities
Individualism vs Collectivism – Individual vs group goalsPower Distance – Extent to which people accept unequal distribution of power in society
Global Leadership & Organisational Behavior Effectiveness – 1993Extension of Hofstede Model
Emotions – Experiences, Brief, FeelAttitudes – Judgments, clusters of beliefs, assessed feelings & behavioral intentions towards objects, Stable, ThinkBeliefs – Perceptions about attitude objectFeelings – Positive or negative evaluations of the attitude objectBehavioral Intentions – Motivation to engage in a particular behavior towards attitude object