Bài giảng Organizational Behavior - Chapter 6: Values, Attitudes, Job Satisfaction, and Counterproductive Work Behaviors

Values, Attitudes, Job Satisfaction,and Counterproductive WorkBehaviorsChapter SixLearning ObjectivesLO.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.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.Definition of Values and Motives in Schwartz’s TheoryA Values Model of Work–Family ConflictThe Nature of AttitudesAffective component the feelings or emotions one has about an object or situationCognitive component the evaluation or belief one has about an object or situationBehavioral component how one intends to act or behave toward someone or somethingWhen Attitudes and Reality Collide: Cognitive DissonanceCognitive dissonance psychological discomfort a person experiences when his or her attitudes or beliefs are incompatible with his or her behaviorCognitive DissonanceHow people reduce dissonanceChange your attitude or behavior, or bothBelittle the importance of the inconsistent behaviorFind consonant elements that outweigh the dissonant onesDeterminants of IntentionAttitude toward the behavior the degree to which a person has a favorable or unfavorable evaluation or appraisal of the behavior in question. Subjective normrefers to the perceived social pressure to perform or not to perform the behaviorAjzen’s Theory of Planned BehaviorOrganizational CommitmentOrganizational commitment reflects the extent to which an individual identifies with an organization and is committed to its goals.A Model of Organizational CommitmentCauses of Job SatisfactionNeed fulfillmentextent to which the characteristics of a job allow an individual to fulfill his or her needsDiscrepanciessatisfaction is a result of met expectationsValue attainmentExtent to which a job allows fulfillment of one’s work valuesCorrelates of Job SatisfactionCounterproductive Work BehaviorCounterproductive work behavior represent types of behavior that harm employees, the organization as a whole, or organizational stakeholders such as customers and shareholders.