1. science
2. medicine
3. psychology and psychiatry

Values, Attitudes,
Job Satisfaction,
and
Counterproductive
Work Behaviors
Chapter Six
McGraw-Hill/Irwin
© 2013
The McGraw-Hill Companies, Inc. All rights reserved.
Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
Learning Objectives
LO.1 Explain Schwartz’s value theory, and describe
three types of value conflict.
LO.2 Describe the values model of work–family conflict,
and specify at least three practical lessons from
work–family conflict research.
LO.3 Identify the three components of attitudes and
discuss cognitive dissonance.
LO.4 Explain how attitudes affect behavior in terms of
Ajzen’s theory of planned behavior.
LO.5 Describe the model of organizational commitment.
6-2
Learning Objectives (cont.)
LO.6 Define the work attitudes of employee engagement
and job satisfaction.
LO.7 Identify and briefly describe five alternative causes
of job satisfaction.
LO.8 Identify eight important correlates/consequences of
job satisfaction, and summarize how each one
relates to job satisfaction.
LO.9 Identify the causes of counterproductive work
behaviors and the measures used to prevent
them.
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Schwartz’s Value Theory
Schwartz’s Value Theory
 values are motivational in that they “represent
broad goals that apply across contexts and
time
 there are 10 broad values that guide behavior
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Definition of Values and Motives in
Schwartz’s Theory
6-5
Relationship among Schwartz’s
Values
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Value Conflicts
Intrapersonal
Interpersonal
Individual-organization
6-7
A Values Model of
Work–Family Conflict
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A Values Model of
Work–Family Conflict
Family values involve enduring beliefs
about the importance of family and who
should play key family roles (e.g., child
rearing, housekeeping, and income
earning).
Work values center on the relative
importance of work and career goals in
one’s life.
6-9
A Values Model of
Work–Family Conflict
Value similarity
 Relates to the degree
of consensus among
family members
about family values.
Value congruence
 involves the amount
of value agreement
between employee
and employer.
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Practical Research Insights about
Work–Family Conflict
Work–family balance begins at home
An employer’s family-supportive philosophy
is more important than specific programs.
Informal flexibility in work hours and in
allowing people to work at home is essential
to promoting work–family balance.
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Practical Research Insights about
Work–Family Conflict
The importance of work–family balance
varies across generations.
Take a proactive approach to managing
work–family conflict.
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Organizational Response to
Work–family Issues
Organizations have implemented a variety of
family-friendly programs and services aimed at
helping employees balance the interplay
between their work and personal lives.
Experts now believe that such efforts are
partially misguided because they focus on
balancing work – family issues rather than
integrating them.
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The Nature of Attitudes
Attitude
 learned predisposition to respond in a
consistently favorable or unfavorable manner
with respect to a given object
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The Nature of Attitudes
Affective component
 the feelings or emotions one has about an
object or situation
Cognitive component
 the evaluation or belief one has about an object
or situation
Behavioral component
 how one intends to act or behave toward
someone or something
6-15
When Attitudes and Reality Collide:
Cognitive Dissonance
Cognitive dissonance
 psychological discomfort a person experiences
when his or her attitudes or beliefs are
incompatible with his or her behavior
6-16
Cognitive Dissonance
How people reduce dissonance
1. Change your attitude or behavior, or both
2. Belittle the importance of the inconsistent
behavior
3. Find consonant elements that outweigh the
dissonant ones
6-17
Question?
Alexa dreads going to work each day. She
hates her job and her supervisor, but will not
take time to look for a different job. She is
experiencing ___________.
A.External locus of control
B.Cognitive dissonance
C.Internal locus of control
D.Halo error
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How Stable are Attitudes?
Three factors accounted for middle-age
attitude stability:
(1) greater personal certainty
(2) perceived abundance of knowledge
(3) a need for strong attitudes
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Determinants of Intention
Attitude toward the behavior
 the degree to which a person has a favorable
or unfavorable evaluation or appraisal of the
behavior in question.
Subjective norm
 refers to the perceived social pressure to
perform or not to perform the behavior
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Determinants of Intention
Degree of perceived behavior control
 perceived ease or difficulty of performing the
behavior and it is assumed to reflect past
experience as well as anticipated impediments
and obstacles
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Ajzen’s Theory of Planned Behavior
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Organizational Commitment
Organizational commitment
 reflects the extent to which an individual
identifies with an organization and is committed
to its goals.
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A Model of Organizational
Commitment
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Cultivating Employee Engagement
Employee engagement
 “the harnessing of organization members’
selves to their work roles; in engagement,
people employ and express themselves
physically, cognitively, and emotionally during
role performance.”
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What Contributes to Employee
Engagement?
Employee engagement is caused by a host of
variables that can be separated into two
categories:
Personal factors
Contextual or
work-environment
factors.
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What Contributes to Employee
Engagement?
Personal characteristics found or thought to
influence employee engagement include
positive or optimistic personalities, proactive
personality, conscientiousness, PE fit, and
being present or mindful.
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What Contributes to Employee
Engagement?
Contextual factors include organizational
culture, job security and feelings of
psychological safety, leader behavior
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Causes of Job Satisfaction
Job satisfaction
 an affective or
emotional response
toward various facets
of one’s job
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Causes of Job Satisfaction
Need fulfillment
 extent to which the characteristics of a job allow
an individual to fulfill his or her needs
Discrepancies
 satisfaction is a result of met expectations
Value attainment
 Extent to which a job allows fulfillment of one’s
work values
6-30
Causes of Job Satisfaction
Equity: satisfaction
 is a function of how “fairly” an individual is
treated at work
Dispositional/Genetic Components
 satisfaction is partly a function of both personal
traits and genetic factors
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Correlates of Job Satisfaction
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Correlates of Job Satisfaction
Organizational citizenship behavior
 employee behaviors that exceed work-role
requirements
6-33
Question?
Denise works at Harvest Hope Food Bank
and is committed to doing all she can to help
the organization fulfill its mission. She is high
in ______________.
A.Withdrawal cognition
B.Organizational commitment
C.Organizational citizenship behavior
D.Job equity
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Correlates of Job Satisfaction
Withdrawal
cognitions
 Represent an
individual’s overall
thoughts and
feelings about
quitting
6-35
Counterproductive Work Behavior
Counterproductive work behavior
 represent types of behavior that harm
employees, the organization as a whole, or
organizational stakeholders such as customers
and shareholders.
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Counterproductive Work Behavior
Theft
Destroying
organizational
property
Gossiping
Backstabbing
Drug and
alcohol abuse
Violence
Surfing the
Net for
personal use
Excessive
socializing
Tardiness
Sabotage
Sexual
harassment
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Causes and Prevention of CWBs
Diagnosis of conduct disorder in
adolescence was associated with CWBs
Personality traits and job conditions also
could make CWBs more likely
Employees are less likely to engage in
CWBs if they had satisfying jobs that offered
autonomy—and more likely to engage in
CWBs if they had more resource power
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Causes and Prevention of CWBs
Organizations can limit CWBs by hiring
individuals who are less prone to engage in
this type of behavior
Organizations should ensure they are
motivating desired behaviors and not CWBs
If an employee does engage in CWBs, the
organization should respond quickly and
appropriately
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Video Case: Generation Next Changes the
Face of the Workplace
What characteristics of Generation Y employees
are so different from Generation X or Baby
Boomer employees?
How much responsibility for change should the
organization take on and how much should the
workers?
What programs have you seen in the workplace
today that are designed to address these
issues? Do most employers recognize this as
an important issue?
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