SIXTH

EDITION
CHAPTER 3
Values,
attitudes and emotions
ORGANISATIONAL BEHAVIOUR

Learning Outcomes

Define values and explain their sources

Identify and describe Rokeach’s instrumental and terminal
values
Explain Schwartz’s basic human values model and his related
work values model
Explain how attitudes influence behaviour in terms of the
model of planned behaviour

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ORGANISATIONAL BEHAVIOUR

Learning Outcomes
Describe three key work-related attitudes – organisational
commitment, job involvement and job satisfaction
Distinguish between positive and negative emotions, and explain
how they can be judged
Define what emotional intelligence is and which components it
implies
Focus on emotional contagion in the workplace
Describe what flow is and how it influences organisational
behaviour.
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ORGANISATIONAL BEHAVIOUR

Opening Case
• Venture capitalist John Moulton:
o His 3 strongest character traits: determination, curiosity and insensitivity

• Is insensitivity essential to survival in business?

o ‘Lets you sleep when others can’t’

• Insensitive leaders = a bad reputation?

FOR DISCUSSION: Do you agree that insensitivity (to some degree) is a

necessary leadership trait?
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ORGANISATIONAL BEHAVIOUR

Values
• What are values?
o Standards or criteria for choosing goals and guiding actions
o Relatively enduring and stable over time
o Develop through the influence of personality, society and
culture
• Value Systems
• Instrument values vs. Terminal Values

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ORGANISATIONAL BEHAVIOUR

Instrumental MORAL values

Adapted from Table 3.1 Rokeach’s Instrumental and Terminal Values

Instrumental Instrumental
MORAL values MORAL values
BROADMINDED Open-minded HONEST Sincere, truthful
AMBITIOUS Hard-working, aspiring COURAGEOUS Standing up for your beliefs
CHEERFUL Light-hearted, joyful LOVING Affectionate, tender
CAPABLE Competent, effective HELPFUL Working for others’ welfare
FORGIVING Willing to pardon others RESPONSIBLE Dependable, reliable
HONEST Sincere, truthful OBEDIENT Dutiful, respectful

Source: Based on Table 2.1 in M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973), p. 28.

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ORGANISATIONAL BEHAVIOUR

Terminal PERSONAL values

Adapted from Table 3.1 Rokeach’s Instrumental and Terminal Values
Terminal Terminal
PERSONAL values PERSONAL values
FAMILY SECURITY Taking care of loved PLEASURE An enjoyable, leisurely
ones life
A COMFORTABLE LIFE A prosperous life SALVATION Saved, eternal life
AN EXCITING LIFE A stimulating, active life SELF-RESPECT Self-esteem
A SENSE OF Lasting contribution WISDOM A mature understanding
ACCOMPLISHMENT of life
MATURE LOVE Sexual and spiritual INNER HARMONY Freedom from inner
intimacy conflict
HAPPINESS Contentedness TRUE FRIENDSHIP Close companionship
Source: Based on Table 2.1 in M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973), p. 28.
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ORGANISATIONAL BEHAVIOUR

Instrumental COMPETENCE values

Adapted from Table 3.1 Rokeach’s Instrumental and Terminal Values

Instrumental COMPETENCE values

INDEPENDENT Self-reliant, self-sufficient
INTELLECTUAL Intelligent, reflective
IMAGINATIVE Daring, creative
LOGICAL Consistent, rational
CLEAN Neat, tidy
POLITE Courteous, well-mannered
Source: Based on Table 2.1 in M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973), p. 28.

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ORGANISATIONAL BEHAVIOUR

Terminal SOCIAL values

Adapted from Table 3.1 Rokeach’s Instrumental and Terminal Values

Terminal SOCIAL values
NATIONAL SECURITY Protection from attack
EQUALITY Brotherhood, equal opportunity for all
FREEDOM Independence, free choice
A WORLD OF BEAUTY Beauty of nature and the arts
SOCIAL RECOGNITION Respect, admiration
A WORLD AT PEACE Free of war and conflict
Source: Based on Table 2.1 in M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973), p. 28.

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ORGANISATIONAL BEHAVIOUR

The basic human values model

• Schwartz
o 10 value types grouped
according to the overall
focus of the impact they
have on people’s lives
o Four overall directions

Source: Based on S. H. Schwartz and G. Sagie, ‘Value Consensus and

Importance: A Cross-National Study’, Journal of Cross-Cultural
Psychology, July 2000, p. 468.

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ORGANISATIONAL BEHAVIOUR

Work Values
• What are work values?
o Expressions of basic values in the work setting
1. Intrinsic values express openness-to-change values
2. Extrinsic values refer to conservation
3. Social or interpersonal work values express self-transcendence
values
4. The prestige or power values – a type added to the work values
research by Schwartz – imply values related to the self-
enhancement values

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ORGANISATIONAL BEHAVIOUR

Work Values - Activity

• Schwartz developed the Work

Value Survey (WVS) to
measure people’s work values.
• Try the activity on page 66:

Which work values are most

important to you?

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ORGANISATIONAL BEHAVIOUR

Evidence about values and application

• Power, achievement and hedonism  non-cooperation
• Benevolence, universalism and conformity  cooperation
• Value congruence -fit between people’s work values and the
job/organisation
o Several studies found that people choose a job in accordance with their
work values rather than the other way around

• Values influence employees’ perception, motivation and

performance, and play a role in decision-making, ethics and
evaluations.
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ORGANISATIONAL BEHAVIOUR

Attitudes
• Attitudes:
o Beliefs and feelings people have about specific ideas, situations and people,
which influence their behaviour

• Attitudes affect behaviour at a different level from values

• Attitudes are more directed towards specific goals or situations,

while values are more abstract

• Values and attitudes are generally in harmony

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ORGANISATIONAL BEHAVIOUR

Attitudes
• Cognitive component
o Refers to the beliefs, opinions, cognitions or knowledge someone has about
a certain object, situation or person.
• Affective component
o Refers to the feelings, moods and emotions a person has about something or
someone.
• Behavioural component
o Refers to how a person intends or expects to act towards something or
someone.

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ORGANISATIONAL BEHAVIOUR

Stability of attitudes

• Attitudes can change

• Attitudes are more susceptible to change during early and late

adulthood than during middle adulthood

• Cognitive dissonance occurs when different attitudes are in

conflict with each other or when people behave inconsistently
with their attitudes

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ORGANISATIONAL BEHAVIOUR

Attitudes affect behaviour via intentions

Figure 3.2 Ajzen’s Theory of Planned Behaviour

Source: Developed from Fishbein, M. and Ajzen, I. (1980) Predicting and Changing Behavior: The Reasoned Action Approach. New York, 2010: Psychology Press.

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ORGANISATIONAL BEHAVIOUR

Evidence about attitudes

• Organisational commitment
o The extent to which an employee identifies him-/herself with the
organisation and is committed to its goals.
• Job involvement
o The extent to which the employee is personally involved with his
or her work role.
• Job satisfaction
o General attitude the employee has towards his or her job.

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ORGANISATIONAL BEHAVIOUR

Application of attitudes
• Evidence and Aplication:
o Relationships are dynamic, with beliefs, attitudes, subjective
norms, perceived control and behavioural intentions.
o Can be influenced indirectly through education and training.

o Clear and credible communication, organisational culture, values

and role models can redirect subjective norms.
o Regular employee-attitude surveys can provide important
information on employers’ ideas and changes.

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ORGANISATIONAL BEHAVIOUR

Emotions

• Key terms:
o Emotions

o Moods

o Affect

o Felt emotions

o Displayed emotions

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ORGANISATIONAL BEHAVIOUR

Emotions
Figure 3.3
Positive and Negative
Emotions

Positive affectivity
vs.
Negative affectivity

Source: Adapted from discussion in R. S. Lazarus,

Emotion and Adaptation (New York: Oxford
University Press, 1991).

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ORGANISATIONAL BEHAVIOUR

Emotional Intelligence
Definition:
EI is the ability to manage your
own emotions and those of
others in mature and
constructive ways
Controversy:
EI may involve too many
constructs, rendering it
‘preposterously all-
encompassing’
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ORGANISATIONAL BEHAVIOUR

Emotional Intelligence
Table 3.2
Developing Personal and Social Competence through Emotional Intelligence

Personal competence Social competence

Self-awareness Social awareness
• Emotional self-awareness • Empathy
• Accurate self-assessment • Organisational awareness
• Self-confidence • Service

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ORGANISATIONAL BEHAVIOUR

Emotional Intelligence
Table 3.2
Developing Personal and Social Competence through Emotional Intelligence

Personal competence Social competence

Self-management Relationship management
• Emotional self-control • Inspirational leadership
• Transparency • Influence
• Adaptability • Developing others
• Achievement • Change catalyst
• Initiative • Conflict management
• Optimism • Building bonds
• Teamwork and collaboration
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ORGANISATIONAL BEHAVIOUR

Emotional Influencing
• Emotional contagion • Emotional labour
o An emotional influencing o The effort, planning and control that
process, by which people is needed to express
catch the feelings of others organisationally desired emotions
during interpersonal interactions
• Applied through EI:
1. Influencing • Examples:
2. Communication • Smile at customers
3. Conflict management • Greet customers
4. Leadership • Small-talk with customers
5. Change management

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ORGANISATIONAL BEHAVIOUR

Emotional Influencing

• Emotional dissonance
o The conflict between felt (true) and displayed (required) emotions

• True emotions tend to leak out – especially anger

• Cultural differences exist
• Women are more emotionally expressive than men

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ORGANISATIONAL BEHAVIOUR

Evidence about emotions and emotional intelligence

• Research on the relationship between affective states and work-

related outcomes is unclear and unequivocal
• Research on the importance of leader happiness or sadness is
contingent on type of task
• Some evidence supports simple models of EI
• Goleman’s version, emphasising personal and social competencies,
is highly complex
• Very complex models are quite difficult to assess in their entireity

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ORGANISATIONAL BEHAVIOUR

Flow in the workplace

• Mihaly Csikszentmihalyi - What is flow?

Table 3.3 Characteristics of Flow

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ORGANISATIONAL BEHAVIOUR

Evidence about flow

• Universal concept

• Some people have traits that stimulate flow, others do not

• People who enjoy their jobs, experience flow

• People who are intrinsically motivated, experience flow

• Having a perceived ability helps to experience flow

• Self-confidence about one’s skills positively influences flow

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ORGANISATIONAL BEHAVIOUR

Application of flow
Csikszentmihalyi five Cs
1. Clarity 4. Commitment
2. Centre 5. Challenge
3. Choice

CRITICAL THINKING: Would a highly intelligent person working on very simple

tasks be likely to experience flow – and vice versa for a
person of medium (or low) intelligence working on very
complex tasks?

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