Organizational behavior -- Chapter 3

Values -- personal convictions about what one should strive for in life and how one should behave
work values -- an employee's personal convictions about what outcomes one should expect from work and how one should behave at work
intrinsic work values -- work values that are related to the nature of work itself
extrinsic work values -- work values that are related to the consequences of work

Examples
intrinsic work values --
interesting work
challenging
learning new things
making important contributions
reaching full potential
responsibility and autonomy
being creative

Extrinsic work values --
high pay
job security
job benefits
community status
social contacts
time with family
Time for hobbies

Ethical values -- one's personal convictions about what is right and wrong
utilitarian values -- values that dictate that decisions should be made so that the decisions produced the greatest good for the greatest number of people
moral rights values -- values that dictate that decisions should be made in ways that protect the fundamental rights and privileges of people unaffected by the decisions
Justice values -- values that dictate that the decisions should be made in ways that allocate benefits and harms among those affected by the decisions in a fair, equitable, or impartial manner
code of ethics -- a set of formal rules and standards, based on ethical values and beliefs about what is right and wrong, that employees can use to make appropriate decisions when the interests of other individuals or groups are at stake
whistleblower -- a person who informs people in positions of authority and/or the public of instances up wrongdoing, illegal behavior, or on ethical behavior in an organization
work attitudes -- collections of feelings, beliefs, and thought about how to behave in one's job and organization
job satisfaction -- a collection of feelings and beliefs that people have about their current jobs
organizational commitment -- the collection of feelings and beliefs that people have about their organization as a whole
work moods -- how people feel at the time they actually perform their jobs
emotions -- intense short-lived feelings that are linked to a specific cause or antecedent
emotional labor -- the work that employees perform to control their experience and expression of moods and emotions on the job
emotional dissonance -- an internal state that exists on employees are expected to express feelings that are at odds with how the employees are actually feeling
trust -- an expression of confidence and another person or group of people that you will not be put at risk, harmed, or injured by their actions
work situation -- the work itself, working conditions, and all other aspects of the job in the employing organization
social influence -- the influence that individuals or groups have on a person's attitudes and behavior
job facet -- 1 of the numerous components of a job

Job facets that play a part in determining job satisfaction
ability utilization -- the extent to which the job allows one to use their abilities
achievement -- feelings of accomplishment from the job
activity -- being able to keep busy
advancement -- promotional opportunities
authority -- having control or lack of over others
company policies and practices -- extent to which they are pleasing to the employee
compensation -- the amount paid
coworkers -- how well one gets along with others in the workplace
creativity -- having the freedom to come up with new ideas
Independence -- being able to work alone
moral values -- not having to do things that go against one's conscious
recognition -- praise for doing a good job
security -- knowing the job is secure or steady
social service -- being able to do things for other people
social status -- recognition in the wider community that goes along with the job
human relations supervision -- the interpersonal skills of one's boss
technical supervision -- the work related skills of one's boss
variety -- doing different things on the job
working conditions -- hours, temperature, furnishings, location, layout, and so forth

Turnover -- a permanent withdrawal of an employee from the employing organization
organizational citizenship behavior -- behavior that is not required but is necessary for organizational survival and effectiveness
employee well-being -- how happy, healthy, and prosperous employees are
affective commitment -- the commitment that exists when employees are happy to be members of an organization, believe in and feel good about the organization and what it stands for, are attached to the organization, and intend to do what is good for the organization
continuance commitment -- the commitment that exists when it is very costly for an employee to leave organization

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summary

Values, attitudes, and moods and emotions have important effects on organizational behavior. Values are unimportant determinant of on-the-job behavior. Job satisfaction and organizational commitment are two key work attitudes with important implications for understanding and managing behaviors such as organizational citizenship behavior, absenteeism, and turnover. Work moods and emotions are also important determinants of behavior in organizations.

Two important kinds of values that influence organizational behavior are work values and ethical values. Work attitudes, more specific and less long-lasting than values, are collections of feelings, beliefs, and thoughts that people have about how to behave in their current jobs and organizations. Work moods and emotions, more transitory than both values and attitudes, our people's feelings at the time they actually perform their jobs. Values, attitudes, and moods and emotions all have the potential to influence each other.

Work values are employee's personal convictions about what outcomes they should expect from work and how they should behave at work. There are two broad types of work values,, intrinsic work values and extrinsic work values. Intrinsic work values are values related to the work itself, such as doing something that is interesting and challenging or having a sense of accomplishment. Extrinsic work values are values related to the consequences of work, such as having family security or status in the community.

Ethical values are under employee's personal convictions about what is right or wrong. Three types of ethical values are utilitarian values, moral rights values, and Justice values. Utilitarian values dictate that decisions should be made so that the decision produces the greatest good for the greatest number of people. Moral rights values indicate that decisions should be made in ways that protect the fundamental rights and privileges of people affected by the decision. Justice values dictate that decisions should be made in ways that allocate benefits and harms among those affected by the decision and a fair, equitable, or impartial manner.

Two important work attitudes are job satisfaction and organizational commitment. Job satisfaction is a collection of feelings and beliefs that people have about their current jobs. Organizational commitment is the collection of feelings and beliefs that people have about their organization as a whole. Work attitudes have three components: an affective component, a cognitive component, and a behavioral component. People can have work attitudes about specific aspects of their jobs and organizations and about their jobs and organizations as a whole.

People experience many different moods at work. These moods can be categorized generally as positive or negative. When employees are in positive moods, they feel excited, enthusiastic, active, strong, or deleted. When employees are in negative mates, they feel distressed, fearful, scornful, hostile, jittery, or nervous. Employees also experience less intense moods at work, such as feeling sleepy or calm. Work moods are determined by personality and situation and have the potential to influence organizational behaviors ranging from absence to being helpful to customers and coworkers to creativity to leadership. Emotions are intense, short-lived feelings that are linked to a specific cause or antecedent. Emotional labor is the work that employees perform to control their experience an expression of moods and emotions on the job.

Job satisfaction is one of the most important and well researched attitudes and organizational behavior. Job satisfaction is determined by personality, values, the work situation, and social influence. Facet, discrepancy, and steady-state models a job satisfaction are useful for understanding and managing this important attitude.

Job satisfaction is not strongly related to job performance because employees are often not free to vary their levels of job performance and because sometimes job satisfaction is not relevant to job performance. Job satisfaction has a weak negative relationship to absenteeism. Job satisfaction influences turnover; employees who are satisfied with their jobs are less likely to quit them.
Furthermore, employees who are satisfied with their jobs are more likely to perform voluntary behaviors, known as organizational citizenship behavior, that contribute to organizational effectiveness. Job satisfaction also has a positive effect on employee well-being.

Organizational commitment is the collection of feelings and beliefs that people have about their organization as a whole. Affective commitment exists when employees are happy to be members of an organization and believe in what it stands for. Continuance commitment exists when employees are committed to the organization because it is too costly for them to leave. Affective commitment has more positive consequences for organizations and their members then continuance commitment. Affective commitment is more likely when organizations are socially responsible and demonstrate that they are committed to the employees. Employees with high levels of affective commitment are less likely to quit and maybe more likely to perform organizational citizenship behaviors.