Organizational Behavior & Leadership

MGT 785 Spring 24

Values and Attitudes

Resource Person:
Malik Jawad Saboor
Assistant Professor
Department of Management Sciences
COMSATS University Islamabad.
After reading this chapter,
you should be able to:
1. Describe the role values play in influencing your behavior.
2. Explain how personal attitudes affect workplace behavior and
work- related outcomes.
3. Discuss the importance of four key workplace attitudes.
4. Discuss the five causes of job satisfaction.
5. Describe work-related outcomes associated with job satisfaction.
6. Describe the implications of chapter content for you and managers.
Your Personal Values Are…

Abstract ideals that guide our thinking and

behavior across all situations.
Figure 2.2 Schwartz’s Value Theory

Values are motivational

and represent broad
goals over time.

Bipolar values are

incongruent while
adjacent values are
complementary
Figure 2.2 Schwartz’s Value Theory
Implications of Schwartz’s
Value Theory

Workplace Application. Personal Application.

• Managers can better • Employees will derive
manage their more meaning
employees when they from work by pursuing
understand an goals that are
employees' values and consistent with
motivation. their values.
• Pursuit of incongruent
goals may lead
to conflicting
employee actions
and behaviors.
What Do We Know About Values?

A person’s values are Attracting employees

stable over time, but whose personal values
personal values vary align with those of the
across generations and organization yields
cultures. many benefits.
• Lower employee
turnover.
• Higher employee
retention.
• Higher employee
engagement.
• Increased customer
satisfaction.
Personal Attitudes

Represent our feelings or opinions about

people, places, and objects.
Comprised of these three
components:
1. Affective. “I
feel…”
2. Cognitive. “I
believe…”
3. Behavioral. “I
intend…”
When Attitudes and Reality Collide

Cognitive Dissonance represents the psychological

discomfort a person experiences when
simultaneously holding two or more conflicting
cognitions.
• Reduce Cognitive Dissonance by…
• Changing attitudes, behaviors, or both.
• Belittle the importance of the inconsistent behavior.
• Find consonant elements that outweigh dissonant ones.
Our Personal Attitudes Affect
Behavior via Our Intentions

Figure 2.3
Ajzen’s Theory of
Planned Behavior
Source: I. Ajzen, “The Theory of Planned
Behavior,” Organizational Behavior and Human
Decision Processes, Vol. 50, No. 2, Copyright
1991.
Key Workplace Attitudes

Some workplace attitudes are more potent than

others. The following four are especially powerful:

1. Organizational Commitment.
2. Employee Engagement.
3. Perceived Organizational Support.
4. Job Satisfaction.
 Organizational Commitment 1

The extent to which an employee identifies

with an organization and is committed to its
goals.
And it leads to
• Greater employee retention
• Greater motivation in pursuit of
organizational goals
Organizational Commitment depends on Psychological Contracts
Individual’s perception about the reciprocal exchange between
him- or herself and another party.

© McGraw Hill
Organizational Commitment 2

Increasing Employee Commitment.

• Hire those whose personal values most align with
those of the organization.
• Guard against managerial breaches of
psychological contracts.
• Build the level of trust.
 Organizational Commitment 2

Company: Hilton
• Fortune listed it as the No. 1 best company to work for in 2019.
• Launched new team member benefits including parental leave and
adoption assistance.
• Implemented a companywide immersion program requiring every
executive leader to spend one week on the front lines working alongside
cooks, housekeepers, and front desk personnel.
• Invested heavily in redesigning employee spaces with better lighting,
more comfortable furnishings, and an updated cafeteria.
• Worked with Under Armour to introduce lighter, more comfortable work
wear for
service employees.
• Increased expenditures for continuous learning and career
development programs through its Hilton University program.
What Is Employee Engagement?

The extent to which employees give it their all

to their work roles.
And includes the feeling of:
• Urgency.
• Being focused.
• Intensity.
• Enthusiasm.
What Contributes to Employee Engagement?

Personal Factors
• Personality.
• Psychological Capital
• Social Capital
Organizational Level Factors
• Job characteristics.
• Leadership
• Organizational climate
• Stressors
Employee Engagement

Increases in Employee Engagement have been linked to:

• Increased Customer Loyalty and Satisfaction.

• Increased Employee Performance.

• Increased Employee Well-being.

• Greater Financial Performance.

How to Increase Employee Engagement

• A well-done onboarding process

• Workplace culture
• Provision of work tools that make tasks easier
• Provision of training and development
opportunities
• Good leadership
• Good internal communication
• Workplace health and wellbeing resources
• Flexible work options
• Rewards and recognition
Perceived Organizational Support 1

It is the extent to which employees believe that the

organization:
• Values their contributions.
• Genuinely cares about their well-being .
Perceived Organizational Support 2

Associated with:
• Increased organizational commitment.
• Job satisfaction.
• Organizational citizenship behavior.
• Task performance.
• Lower turnover.
Job Satisfaction Is…

An affective or emotional response toward

various facets of one’s job.

In other words, it is the extent to which

an individual likes his or her job
Models Job Satisfaction
Model How Management Can Boost Job Satisfaction
Need fulfillment. Understand and meet employees’ needs.

Met expectations. Meet expectations of employees about what they will

receive from job.

Value attainment. Structure the job and its rewards to match employee
values.

Equity. Monitor employee’ perceptions of fairness and interact

with them so they feel fairly treated.

Disposition and/or genetic Hire employees with an appropriate disposition.

components.
Outcomes Linked with
Job Satisfaction

Attitudes. Behaviors.
• Motivation. • Job Performance.
• Job Involvement. •Organizational
• Citizenship Behavior
Withdrawal (OCB).
Cognitions. • Counterproductive
• Perceived Work
Stress. Behavior
(CWB).
• Turnover.
Job Satisfaction & Job Performance

Research tells us that job satisfaction and

performance:
• Are moderately related
• Indirectly influence each other
• Better to consider the relationship at the
business unit level versus at the individual
level
Job Satisfaction & Organizational
Citizenship Behaviors

Organizational citizenship behavior (OCB).

Represents discretionary individual behaviors
that are:
• Typically not directly or explicitly recognized by the
formal reward system.
• And can, in the aggregate, promote effective
functioning of the organization.
Job Satisfaction & Organizational
Citizenship Behaviors
Examples of organizational citizenship
behavior include such gestures as:
• Constructive statements about the department.
• Expression of personal interest in the work of
others.
• Suggestions for improvement.
• The training of new people.
• Respect for the spirit as well as the letter of
housekeeping rules.
• Care for organizational property.
• Punctuality and attendance well beyond standard
or enforceable levels
OCB’s are linked to many benefits

For the Organization: For the Individual:

•Higher • Improved job

productivity/efficiency.
• Lower costs. satisfaction.
• Improved customer • Improved
satisfaction. performance
ratings.
• Higher unit-level
• Reduced
satisfaction. intention to
quit.
• Lower turnover.
• Lower
absenteeism
Job Satisfaction & Counterproductive Behavior

Counterproductive work behavior (CWB) are

behaviors that harm other employees, the
organization as a whole, or organizational
stakeholders such as customers and
shareholders.
Job Satisfaction and Turnover

Turnover is harmful when high-performing

employees voluntarily leave the organization.
To reduce voluntary turnover:
• Hire people who “fit” with the organization’s
culture.
• Spend time fostering employee engagement.
• Provide effective onboarding.
• Recognize and reward high-performing
employees.
Values and Attitudes: Putting
It All in Context

Figure 2.4 Organizing Framework for Understanding and Applying

OB
©2021 Angelo Kinicki and Mel Fugate. All rights reserved. Reproduction prohibited without permission of the authors.

Access the text alternate for this image.

 Test Your OB Knowledge 6

The organizing framework for understanding and

applying OB is based upon:
A. a systems approach.
B. using person and environmental factors as
inputs.
C. processes including individual level,
group/team level, and organizational level.
D. outcomes organized into individual level,
group/team level, and organizational level.
E. The framework is based on all of these.