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Chapter 4

MGHB02H3 Chapter 4: Values, Attitudes, and Work Behaviour


Department
Management
Course Code
MGHB02H3
Professor
Brian Connelly
Chapter
4

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Chapter 4: Values, Attitudes, and Work Behavior
Attitude: a fairly stable evaluative tendency to respond consistently to
some specific object, situation, person, or category of people
o Attitudes are tendencies to respond to the target attitude
o Attitudes often influence behaviour toward some object, situation,
person, or group
Attitude behaviour
o Attitudes are not always consistent with behaviour
o Behaviour most likely to correspond to attitude when people have
direct experience with the target of the attitude when the attitude
is held confidently
o Attitudes a function of what we think and what we feel
BELIEF + VALUE Attitude behaviour
Job satisfaction: a collection of attitudes that workers have about their
jobs
o Relevant attitudes towards jobs are contained small groups of
facets
The work itself
Compensation n
Career opportunities
Recognition
Benefits
Working conditions
Supervision
Co-workers
Organizational policy
o Conceive overall satisfaction an overall summary indicator of a
person’s attitude towards his/her job
o Overall satisfaction is an average or total of the attitudes individuals
hold toward various facets of the job
o Job descriptive index (JDI): a popular measure of job satisfaction;
evaluate 5 facets of satisfaction
People
Pay
Supervision
Promotion
Work itself
o Minnesota Satisfaction Questionnaire (MSQ): respondents indicate
how happy they are with various aspects of their job
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Provides an index of overall satisfaction as well as satisfaction
on the facets on which MSQ is based
What determines job satisfaction
o Discrepancy
People might differ in their beliefs about the job in question
Differ of perceptions concerning the nature of the job
Differ in what they want from the job
Discrepancy theory: a theory that job satisfaction stems from
the discrepancy between job outcomes wanted and the job
outcomes that are perceived to be obtained
o Fairness
Distributive fairness: fairness that occurs when people receive
the outcomes they think they deserve from their jobs
Equity theory: a theory that job satisfaction stems from a
comparison of the inputs one invests in a job and outcomes
one receives in comparison with the inputs and outcomes of
another person or group
Equity perceived when following ratio exists

 

Inputs: anything that people give up, offer, or trade to their
organization in exchange for outcomes
Education, training, seniority, hard work, and high-
quality work
Outcomes: factors that an organization distributes to
employees in exchange for their inputs
Pay, career opportunities, supervision, the nature of the
work etc.
Equity theory: two implications for job satisfaction
Inequity itself is a dissatisfying state
Outcomes should be tied to individual contributions or
inputs
Procedural fairness: fairness that occurs when the process
used to determine work outcomes is seen as reasonable
Relevant to outcomes such as performance
evaluations, pay raises, promotions, layoffs, and work
assignments
The allocator
Follows consistent procedures over time and across
people
Uses accurate information and appears unbiased
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find more resources at oneclass.com
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