values and attitudes new(the Cultures).ppt

Values

1. © 2005 Prentice Hall Inc. All rights reserved. 3–1
Values
Values
Basic 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
existence.
Value System
A hierarchy based on a ranking
of an individual’s values in
terms of their intensity.

2. © 2005 Prentice Hall Inc. All rights reserved. 3–2
Importance of Values
Provide understanding of the attitudes,
motivation, and behaviors of individuals and
cultures.
Influence our perception of the world around us.
Represent interpretations of “right” and “wrong.”
Imply that some behaviors or outcomes are
preferred over others.

3. © 2005 Prentice Hall Inc. All rights reserved. 3–3
Types of Values –- Rokeach Value Survey
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.

4. © 2005 Prentice Hall Inc. All rights reserved. 3–4
Values in
the
Rokeach
Survey
E X H I B I T 3–1
Source: M. Rokeach, The Nature of Human
Values (New York: The Free Press, 1973).

5. © 2005 Prentice Hall Inc. All rights reserved. 3–5
Values in
the
Rokeach
Survey
(cont’d)
E X H I B I T 3–1 (cont’d)
Source: M. Rokeach, The Nature of Human
Values (New York: The Free Press, 1973).

6. © 2005 Prentice Hall Inc. All rights reserved. 3–6
Mean Value Rankings of
Executives, Union
Members, and Activists
E X H I B I T 3–2
Source: Based on W. C. Frederick and J. Weber, “The Values of
Corporate Managers and Their Critics: An Empirical Description and
Normative Implications,” in W. C. Frederick and L. E. Preston (eds.)
Business Ethics: Research Issues and Empirical Studies (Greenwich,
CT: JAI Press, 1990), pp. 123–44.

7. © 2005 Prentice Hall Inc. All rights reserved. 3–7
Attitudes
Attitudes
Evaluative statements or judgments concerning
objects, people, or events.

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Types of Organizational Attitudes
Job Involvement
Identifying with the job, actively participating in it,
and considering performance important to self-
worth.
Organizational Commitment
Identifying with a particular organization and its
goals, and wishing to maintain membership in
the organization.
Job Satisfaction
A collection of positive and/or negative feelings
that an individual holds toward his or her job.

9. © 2005 Prentice Hall Inc. All rights reserved. 3–9
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 retain high
performers and to weed out lower performers.

10. © 2005 Prentice Hall Inc. All rights reserved. 3–10
How Employees Can Express Dissatisfaction
Exit
Behavior directed
toward leaving the
organization.
Voice
Active and constructive
attempts to improve
conditions.
Neglect
Allowing conditions
to worsen.
Loyalty
Passively waiting for
conditions to improve.