組織行為學(xué)清華class 4

1、Class 4. Values, Attitudes andJob Satisfaction4.1 Values1.ConceptsBasic convictions that 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 existenceImportance: 1.Laying foundation for attitudes, motiva

2、tion via influencingperceptions;2. Individuals are notvalue free, standard of behavior; aligning with the organizations policyValue system:A hierarchy based on a ranking of an individuals values in terms of2.Sources of Value systemresult ofgenetic component & learningBiological parents.A significant

3、 portion is genetically determined; Studies of twins reared apart demonstrate that 40% of the variation in work values;the majority is due to environmentIn early years. A significant portion is established from parents,teachers,friends and otherssocietal values(culture).Learning and educationrelativ

4、ely stable and enduring. Absolute learning combined with genetic imprinting assuring3.Types of values(1)AllportTheoretical:the discovery of truth though a critical and rational approachEconomic: the useful and practical Aesthetic: Form and harmony Social: the love of peoplePolitical:Acquisition of p

5、ower and influenceReligious:The unity of experience & understanding of the cosmos as a whole3.Types of values(2)Roceach valuessurvey(RVS)Terminal: Desirable end-states of existence; the goals to pursue during ones lifetime comfortable(exciting)life,sense of accomplishment,world of peace(beauty),equa

6、lity,family(nation) security,freedom, happiness,inner harmony,maturelove,pleasure,salvation, self-respect,social recognition,true friendship,wisdom.Instrumental:preferable modes of behavior or means of achieving ones terminal values ambitious,broad-minded,capable,cheerful,clean, honest, courageous,f

7、orgiving,helpful, imaginative,independent,3.Types of values(2)Roceach valuesMean value rankings ofsurvey(RVS)Executive,Self-resect ,Family-se, freedom, sense of acco,happiness independent ;honest, responsible, capable, ambitious,union members,family-secu, Freedom, happiness, self-respect, mature lov

8、e responsible, honest, courageous, independent, capableactivistsEquality,world of peace, family-s honest happiness courageous, helpful, courageous, responsible, capable3.Types of values(3)Contemporary work cohortsProtestant work ethic:hard work; conservative; loyalty to the organizationExistential:Q

9、uality of life,nonconforming,seeksautonomy; loyalty to self;1960s-mid-1970sPragmatic:Success,achievement,ambition,hardwork; loyalty to career;mid-1970s-late 1980sGeneration X:Flexibility,job satisfaction,leisuretime; loyalty to relationships1990s4.Values,Loyalty & EthicalBehaviorA decline in ethical

10、 standards? Self- centered4 stages: The action of managers bosses is the most important factor influencing ethical behavior in organizations.Class 4. Values, Attitudes andJob Satisfaction4.2 Attitudes1.ConceptEvaluative statements or judgement concerningobjects,people,or events3 componentscognitive

11、component-the opinion or belief segment of an attitude(value statement)affective component-emotional or feelingbehavioral component-An intention to behave in a certain way toward someone or sth.Essentially refers to the affect part2.Sources of AttitudesAcquired from parents,teachers,peer group membe

12、rsborn withearly years,model or imitate those one admire,respect,fearless stable(in contrast to values),affect job behavior3.Types of Attitudesjob-related attitude(work environment)Job satisfaction-an individuals general attitude toward his or her job(almost =)Job involvement-the degree to which ape

13、rson identifies with his(her)job,activelyparticipates in it, consider the performance important to self-worth.negatively related to absenteeism,resignation rates; more consistently predict turnover than absenteeism;16% variance3.Types of Attitudesjob-related attitude(work environment)Organizational

14、commitment- the degree to which an employee identifies with a particular organization and its goals,and wishes to maintain membership in it.negative relationships between Organizationalcommitmentand absenteeism,turnover;better indicator of turnover than job satisfaction predictor,34% variance4. Atti

15、tudes and ConsistencyPeople seek consistency among their attitudes & between their attitudes & behaviorseek to reconcile divergent attitudes and align their attitudes & behavior so they appear rational and consistent-Equilibrium stateAltering their attitudes or behavior,developing a rationalization

16、for their discrepancy5.Cognitive DissonanceTheoryLeon Festinger proposed in late1950s,sought to explain the linkage between attitudes &Cognitive Dissonabnechea-v-iaonr y incompatibility between 2 or more attitudes or between attitudes & behaviorany form of inconsistency is uncomfortable for one to a

17、ttempt to reduce.-a stable state where there is a minimum of dissonancethe determinant factors:the importance of the elements, the degree of influence one believes,the rewards that may be involved in dissonance6.Measuring the A-Brelationshipthe relationship betweenattitudes & behaviorEarly research

18、assumption,causal related; challenging in the late 1960s: unrelated oralightly;More recent research:moderator,contingency.moderating variables: 1.specific, attitudes to “environment” “recycling”,the more significant 2.social constraints on behavior. Group pressure 3.experience with the attitude in q

19、uestionself-perception theory:attitudes are used after the fact to make sense out of an action that has already occurred.7. Attitudes SurveysObtaining information about employee attitudes to predict behavior in organizational contextEliciting responses from employees though questionnaire about how t

20、hey feel about their jobs, work groups,supervisors,&/or organization 5 rating scaleresults frequently surprise management.the worst complaintregular surveys supply feedback on employees perception8. Attitudes & work forcediversityConcerned with changing attitudes to reflect shifting perspectives on

21、racial,gender,& other diversity issuesinvesting in training to reshape attitudes of employeesself-evaluation phase,group discussion or panel,additional activities-volunteer work in community or social service8. Attitudes & work forcediversityChanging attitudes to reflect shifting perspectives on rac

22、ial,gender,and other diversity issuesdiversity training programself-evaluation phase,group discussion or panels,do volunteer work in community or social service centersClass 4. Values, Attitudes andJob Satisfaction4.3 Job Satisfaction-dissect the concept more carefully1. Measuring Job SatisfactionAn

23、 individuals general attitude toward his jobjob elements:obvious activities,require interaction with coworkers & bosses,following rules & policies, meeting performance standards,living with working conditionssingle global rating:respond to 1 questionsummation score(more accurate?):job facets-nature,

24、supervision, present pay,promotion opportunities,relation with coworkerssimplicity wins out over complexity?2. The status of Job Satisfaction inthe workplace todayHeld c. over time:70-80% of American workersreported theirSatisfaction-=65,92%;=25,73%Table 5-5:aspects, fewer that half gratified with p

25、ay, recognition,advancement opportunityexplanation: 1.inconsistencies between satisfaction & staying with their jobs-choosethe same again?2.genetics. Variables are notimportant, disposition toward life were carriedover-positive or negative, hold over time3.Determinants of JobSatisfactionWhat job-related variables conducive to Satisfaction?Mental challenging work equitable rewardssupportive working cond