Chapter 6

More Individual Differences

Values

• Personal values – things that are meaningful in our lives and influence our behavior

• Schwartz’s Value Theory– Values “represent broad goals that apply across

contexts and time”– Values are stable and influence behavior– Values often operate without our knowing it

Value Conflicts

• Intrapersonal– Within the individual

• Interpersonal– Between individuals

• Individual-Organization– Organization’s values (culture) vs. individual values– Impacts satisfaction, commitment, performance,

career success, stress, & turnover

Work-family Conflict

• Life values – overall values about what is important in life

• Family values – beliefs about the importance of family and roles in the family

• Work values– beliefs about the importance of career success

• Value Similarity – consensus between family members about family values

• Value Congruence – value agreement between employee and organization

A Values Model of Work/Family Conflict

Family Values

Value Similarity

Work Values

Value Congruence

Work/Family Conflict

Value Attainment

Job and Life Satisfaction

General Life Values

6-7

Recent Trends in Work Family Conflict

• Work interfering with family vs. family interfering with work

• Norms about gender roles & housework are beginning to change

• Culture is more important than any specific HR program

• Good relationship with boss minimizes WFC• Flexible work hours minimizes WFC• Supportive spouses minimize WFC• WFC impacts satisfaction, commitment, & turnover

Attitudes

• The tendency to consistently respond positively or negatively to a specific stimulus– Values are general & attitudes are specific

• Affective component– Feelings & emotions

• Cognitive component– Thoughts & beliefs

• Behavioral component– Behavioral intentions

Attitude-Reality Inconsistencies

• Creates cognitive dissonance– discomfort associated with attitude and behavior

inconsistencies.• People are motivated to reduce cognitive

dissonance by:– Changing the behavior or attitude– Belittle the importance of the behavior– Find consonant elements that outweigh negative

ones

How Attitudes Impact Behavior

• Attitude toward the behavior - +/- evaluation of the behavior

• Subjective norm – social pressure to engage in behavior

• Perceived behavioral control – perceived ability to perform behavior succesfully

Ajzen’s Theory of Planned Behavior

Attitude toward thebehavior

Subjectivenorm

Perceived behavioral

control

Intention Behavior

6-12

Organizational Commitment

• The extent to which an individual identifies with the organization and is committed to its goals.

• Related to working harder and wanting to stay with the company

• Three components:– Affective Commitment– Continuance Commitment– Normative Commitment

Affective Commitment

• Emotional attachment and identification with the org.– Personality (locus of control)– Past work experience– Value congruence– Enhanced by a positive, satisfying work

evironment

Continuance Commitment

• Awareness of the costs associated with leaving the org.– Other job alternatives– Enhanced by the number and quality of benefits• Retirement vesting

Normative Commitment

• Feeling obligated to the organization– Influenced by socialization

• Psychological Contract– Individual perception of terms of an implied

reciprocal exchange between individual and org.• Enhanced by high levels of trust

Job Involvement

• The degree to which one is preoccupied with and engaged in their job

• Caused largely by intrinsic motivation• Related to satisfaction, commitment, turnover,

and performance

Job Satisfaction

• How much someone likes their job.• Caused by:– Need fulfillment– Discrepancies– Value Attainment– Equity– Disposition

Consequences of Job Satisfaction

• Motivation• Job Involvement• Organizational Citizenship Behavior (OCB)– Voluntary– Helps Org. performance

• Absenteeism• Withdrawal Cognitions

Consequences of Job Satisfaction (continued)

• Turnover– Separation costs– Replacement costs

• Stress• Job Performance

Counterproductive Work Behaviors (CWB)

• Abuse from supervisors results in– Fewer OCBs– Retaliation (sabotage)– Violence

• Causes of CWB:– Certain personality traits– Job conditions– Amount of autonomy & power– Cognitive ability