HRMOB
300
Chapter
3
Values,
Attitudes, and Job Satisfaction
-
Terminal vs. instrumental values
-
Ethical values and principles
II.
Attitudes
-
Work attitudes
-
Attitude-behavior relationship
-
Cognitive
dissonance theory
-
Self-perception
theory
III.
Job
Satisfaction
I. Values
Terminal values: desirable
end-states of existence; the goals that a person would like to achieve during
his or her lifetime
Instrumental
values: preferable modes of behavior or means of achieving one’s terminal values
II. Attitudes
- Work attitudes:
Job
satisfaction
Job
involvement
Organizational
commitment
-
Definition
a) Three components:
Cognitive
Affective
Behavioral
b) Attitudes are general evaluations people make about themselves, other persons, objects, or issues.
-
Relationship between attitude and behavior
LaPiere (1934)
- Cognitive dissonance theory (Festinger, 1957)
People find inconsistency
between their attitudes or inconsistency between their attitudes and behavior
disturbing and seek to eliminate it.
How?
1) change attitudes
2) change cognitions about behavior
3) acquire new information
4)
minimize the importance of the inconsistency
Festinger
& Carlsmith’s (1959) experiment
Less-leads-to-more effect:
The less inducements there
are for engaging in attitude-discrepant behavior, the stronger the pressures
toward attitude change.
-
Self-perception theory (Bem, 1972)
Attitudes are used after
the fact to make sense out of an action that has already occurred.
III.
Job satisfaction
Job satisfaction and
productivity
Job satisfaction and
absenteeism, turnover
Job dissatisfaction