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ORGANIZATIONAL BEHAVIOR

ORGANIZATIONAL BEHAVIOR. AFTER STUDYING CHAPTER THREE AND LISTENING TO MY LECTUER, YOU SHOULD BE ABLE TO:. Contrast terminal and instrumental values. List the dominant values in today’s workforce. Identify the five value dimensions of national culture.

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ORGANIZATIONAL BEHAVIOR

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  1. ORGANIZATIONAL BEHAVIOR

  2. AFTER STUDYING CHAPTER THREE AND LISTENING TO MY LECTUER, YOU SHOULD BE ABLE TO: • Contrast terminal and instrumental values. • List the dominant values in today’s workforce. • Identify the five value dimensions of national culture. • Contrast the three components of an attitude. • Summarize the relationship between attitudes and behavior. • Identify the role consistency plays in attitudes. L E A R N I N G O B J E C T I V E S

  3. AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO: • State the relationship between job satisfaction and behavior. • Identify four employee responses to dissatisfaction. L E A R N I N G O B J E C T I V E S (cont’d)

  4. Values

  5. Types of Values –- Rokeach Value Survey

  6. Values in the Rokeach Survey 3-1a E X H I B I T

  7. Values in the Rokeach Survey(cont’d) 3-1b E X H I B I T

  8. Mean Value Rankings of Executives, Union Members, and Activists 3-2 E X H I B I T

  9. Dominant Work Values in Today’s Workforce 3-3 E X H I B I T

  10. Values, Loyalty, and Ethical Behavior Ethical Climate inthe Organization Ethical Values and Behaviors of Leaders

  11. Hofstede’s Framework for Assessing Cultures

  12. Hofstede’s Framework (cont’d)

  13. Hofstede’s Framework (cont’d)

  14. Hofstede’s Framework (cont’d)

  15. Hofstede’s Framework (cont’d)

  16. The GLOBE Framework for Assessing Cultures • Assertiveness • Future Orientation • Gender differentiation • Uncertainty avoidance • Power distance • Individual/collectivism • In-group collectivism • Power orientation • Humane orientation 3-4 E X H I B I T

  17. Attitudes

  18. Types of Attitudes

  19. The Theory of Cognitive Dissonance • Desire to reduce dissonance • Importance of elements creating dissonance • Degree of individual influence over elements • Rewards involved in dissonance

  20. Measuring the A-B Relationship • Recent research indicates that the attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account. • Moderating Variables • Importance of the attitude • Specificity of the attitude • Accessibility of the attitude • Social pressures on the individual • Direct experience with the attitude

  21. Self-Perception Theory

  22. An Application: Attitude Surveys

  23. Sample Attitude Survey 3-5 E X H I B I T

  24. Job Satisfaction • Measuring Job Satisfaction • Single global rating • Summation score • How Satisfied Are People in Their Jobs? • Job satisfaction declined to 50.7% in 2000 • Decline attributed to: • Pressures to increase productivity • Less control over work

  25. The Effect of Job Satisfaction on Employee Performance • Satisfaction and Productivity • Satisfied workers aren’t necessarily more productive. • Worker productivity is higher in organizations with more satisfied workers. • Satisfaction and Absenteeism • Satisfied employees have fewer avoidable absences. • Satisfaction and Turnover • Satisfied employees are less likely to quit. • Organizations take actions to cultivate high performers and to weed out lower performers.

  26. Responses to Job Dissatisfaction 3-6 E X H I B I T

  27. How Employees Can Express Dissatisfaction

  28. Job Satisfaction and OCB • Satisfaction and Organizational Citizenship Behavior (OCB) • Satisfied employees who feel fairly treated by and are trusting of the organization are more willing to engage in behaviors that go beyond the normal expectations of their job.

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