Langton Ppt Ch03

7/22/2019 Langton Ppt Ch03

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Values, Attitudes, and Their Effects in the Workplace

Chapter 3

Copyright 2011 Pearson Canada Inc.


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Chapter 3 Outline

1. Values

2. Assessing Cultural Values

3. Values in the Canadian Workplace

4. Attitudes

Outline



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Terms and Definitions

Values

Terminal values

Instrumental values Ethics

Power distance

Individualism

Masculinity

Femininity

Uncertainty

avoidance

Long-term

orientation

Short-term

orientation

Attitudes Job satisfaction

Core self-evaluation



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Terms and Definitions (cont.)

Organizational

citizenship

behaviour (OCB)

Exit

Voice

Loyalty

Neglect

Organizational

commitment

Affective

commitment

Normative

commitment

Continuance

commitment

Employeeengagement



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Values, Attitudes, and Their Effects in the Workplace

What are values?

How can we understand values across

cultures?

Are there unique Canadian values? What are attitudes and why are they important?

Learning

Goals



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Values

Values represent basic convictions that, a

specific mode of conduct or end-state of

existence is personally or socially preferable to

an opposite or converse mode of conduct orend-state of existence.

They contain a judgemental element that carry

an individuals ideas about what is right, good,

or desirable

They tend to be relatively stable and enduring

Learning

Goal 1



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Values (cont.)

Two frameworks used to understand values:

Milton Rokeachs terminal and instrumental values

Kent Hodgsons general moral principles

Learning

Goal 1



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Rokeach Value Survey

People hold two sets of values:

Terminal Values: Goals that individuals would like to

achieve during their lifetimes

Instrumental Values: Preferable ways of behaving

Learning

Goal 1



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Rokeach Value Survey (cont.)

Learning

Goal 1



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Rokeach Value Survey (cont.)

Learning

Goal 1



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Hodgsons General Moral Principles

Ethics is the study of moral values or principles

that guide our behaviour and inform us whether

actions are right or wrong

Ethical values are related to moral judgements Hodgson identified seven general moral

principles, which he calls the Magnificent

Seven

Learning

Goal 1



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Hodgsons General Moral Principles (cont.)

The Magnificent Seven Principles

Dignity of human life

Autonomy

Honesty Loyalty

Fairness

Humaneness

The common good

Learning

Goal 1



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Assessing Cultural Values

Two frameworks for understanding how values

differ across cultures

Hofstedes Framework for Assessing Cultures

The GLOBE Framework for Assessing Cultures

Learning

Goal 2



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Hofstedes Framework for Assessing Cultures

Study done by Geert Hofstede showed five

value dimensions of national culture

Power distance

Individualism vs. collectivism Masculinity vs. femininity

Uncertainty avoidance

Long-term vs. short-term orientation

Learning

Goal 2



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Hofstedes Framework for Assessing Cultures (cont.)

Learning

Goal 2



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The GLOBE Framework for Assessing Cultures

The GLOBE dimensions for assessing culture

are:

Assertiveness

Future orientation Gender differentiation

Uncertainty avoidance

Power distance

Individualism versus collectivism

In-group collectivism

Performance orientation

Humane orientation

Learning

Goal 2



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Values in the Canadian Workplace

Where individual and organizational values

align the results are positive

However, within an organization individual

values are not all the same Differences appear as:

Cultural differences

Generational differences

Learning

Goal 3



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Cultural Differences

2006 immigrant population

46 percent of Torontos population

40 percent of Vancouvers

21 percent of Montreals 2006 Census findings on language

20.1 percent spoke neither English nor French. Of

these:

Largest majority spoke Chinese (mainly Mandarin or

Cantonese)

Followed by Italian, German, Punjabi, and Spanish

Learning

Goal 3



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Cultural Differences (cont.)

Research has also shown that Canadian and

American values are becoming increasingly

dissimilar

Cultural differences appear in Francophone and Anglophone values

Aboriginal values

Asian values

Learning

Goal 3



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Cultural Differences (cont.)

Learning

Goal 3



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Aboriginal Values

Number of entrepreneurial activities by

Aboriginals has been growing, especially

between 1996 and 2001

Values include: More collectivist in orientation.

More community-oriented.

Greater sense of family in the workplace.

Greater affiliation and loyalty.

Power distance lower than non-Aboriginal culture

Lower uncertainty avoidance and fewer rules and

regulations

Learning

Goal 3



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Asian Values

East and Southeast Asia

Guanxi relations:

Based on reciprocation

Relationships meant to belong-term and enduring

Enforcement relies on

personal power and

authority

Governed by shame(external pressures on

performance)

North America

Networked relations:

Based on self-interest

Relationships viewed withimmediate gains

Enforcement relies on

institutional law

Governed by guilt (internal

pressures on performance)



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Generational Differences

Values held by different age groups can be

categorized:

The Elders

Baby Boomers Generation X

The Ne(x)t Generation

Learning

Goal 3



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The Elders

Those over 60

Core values:

Belief in order

Authority Discipline

Judeo-Christian moral code

The Golden Rule

80 percent resemble this description oftraditional values

Learning

Goal 3



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Baby Boomers (cont.)

All but Disengaged Darwinists reflect:

Rejection of authority

Skepticism regarding the motives of big business and

government

Strong concern for the environment

Strong desire for equality in the workplace and society

Disengaged Darwinists are:

Angry

Intimidated by change

Anxious about their professional and financial futures

Learning

Goal 3



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Generation X

Born mid-1960s to early 1980s

Values:

Flexibility

Life options Achievement of job satisfaction

Skeptical, particularly of authority

Enjoy team-oriented work

Less willing to make personal sacrifices

Rate high on true friendship, happiness, and pleasure

Learning

Goal 3



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Generation X (cont.)

Five groups

Thrill-seeking materialists

Aimless dependents

Social hedonists

New Aquarians

Autonomous post-materialists

Learning

Goal 3



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The Ne(x)t Generation

Born between 1977 and 1997

Values:

Have high expectations

Seek meaning in their work Life goals more oriented to becoming rich and famous

At ease with diversity

Take technology for granted

Tend to be questioning, socially conscious, and

entrepreneurial

Learning

Goal 3



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The Generations Meet in the Workplace

Baby Boomers are currently dominate the

workplace, but their years in charge are limited

The Elders who play-by-the-rules are replaced

by the more egalitarian Baby Boomers Generation Xers are not interested in copying

the workaholic behaviour of their parents

Requires a manager to be flexible, observant,

and willing to adjust more to individual needs

Learning

Goal 3



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Attitudes

Attitudes are evaluative statementseither

positive or negativeabout objects, people, or

events

Attitudes not the same as values Values are convictions about what is important

Attitudes are important because they affect job

behaviour

Learning

Goal 4



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Job Satisfaction

Job satisfactionrefers to an individuals general

attitude toward his or her job

Some attitudes toward job satisfaction

40 percent of Canadians are very satisfied with theirjobs

47 percent of Americans are happy

54 percent of Danish workers are happy

40 percent of Canadians say they would not

recommend their place of work

Learning

Goal 4



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Job Satisfaction (cont.)

Reasons for dissatisfaction include

Workers never see any of the benefits of their

companys profitability.

Red tape and bureaucracy

55 percent of Canadians say they have too much to

do

Learning

Goal 4



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What Causes Job Satisfaction

Enjoying the work is the cause most strongly

linked to job satisfaction

For the poor, job satisfaction is correlated to

pay When employees are comfortable, the

correlation almost disappears

People who have positive core self-evaluations

are more satisfied with their jobs

Learning

Goal 4



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Job Satisfaction and Productivity

Correlation between job satisfaction and job

performance is moderately strong

It is not clear whether satisfaction causes

performance or performance causessatisfaction

Organizations with more satisfied employees

are more effective than those with fewer

satisfied employees

Learning

Goal 4



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Job Satisfactions and Organizational Citizenship

Behaviour

Organizational citizenship behaviour(OCB) is

discretionary behaviour that is not part of an

employees formal job requirements

Individuals with high OCB will go beyond theirusual job duties, providing performance that is

beyond expectations

Job satisfaction influences OCB, but through

perceptions of fairness

Job satisfaction is unrelated to OCB when

fairness is considered

Learning

Goal 4



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Job Satisfactions and Organizational Citizenship

Behaviour (cont.)

When an organization processes are viewed as

being fair, trust is developed

When trust is developed job satisfaction

increases and workers will voluntarily gobeyond formal job requirements

Learning

Goal 4



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Job Satisfaction and Customer Satisfaction

Satisfied employees in service organizations

increase customer satisfaction and loyalty

Customer retention and defection are highly

dependent on how front-line employees dealwith customers

Dissatisfied customers can also lead to job

dissatisfaction

Learning

Goal 4



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How Employees Can Express Dissatisfaction (cont.)

Learning

Goal 4



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Organizational Commitment

Organizational commitment is defined as a

state in which an employee identifies with a

particular organization and its goals

Three types of commitment: Affective commitment: An individuals relationship to

the organization

Normative commitment: The obligation an individual

feels to staying with an organization.

Continuance commitment: An individuals calculationthat it is in his or her best interest to stay with the

organization

Learning

Goal 4



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Organizational Commitment (cont.)

Five reasons why employees commit

themselves:

They are proud of [the companys] aspirations,

accomplishments, and legacy; they share its values.

They know what each person is expected to do, how

performance is measured, and why it matters.

They are in control of their own destinies; they savour

the high-risk, high-reward work environment.

They are recognized mostly for the quality of theirindividual performance.

They have fun and enjoy the supportive and highly

interactive environment.

Learning

Goal 4



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Employee Engagement

Employee engagement is an individuals

involvement with, satisfaction with, and

enthusiasm for the work he or she does

Companies that had high average levels ofemployee engagement had higher levels of

customer satisfaction, were more productive,

had higher profits, and had lower levels of

turnover and accidents

Learning

Goal 4



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Summary and Implications

1. What are Values?

Values guide how we make decisions about and

evaluations of behaviours and events.

2. How can we understand values across

cultures?

Hofstede found that managers and employees vary

on five value dimensions of national culture. This

insight is expanded on by the GLOBE program.

Summary



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Summary and Implications (cont.)

3. Are there unique Canadian values?

Canadian values are affected by both generational

and cultural factors.

4. What are attitudes and why are they

important?

Attitudes are positive or negative feelings about

objects, people, or events. They affect the way people

respond to situations.

Summary



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Affective Commitment

An individuals emotional attachment to,

identification with, and involvement in the

organization.

Definition



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Attitudes

Positive or negative feelings about objects,

people, or events.Definition



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Continuance Commitment

An individuals calculation to stay with the

organization based on the perceived costs of

leaving the organization.

Definition



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Core Self-evaluation

The degree to which an individual likes or

dislikes himself or herself, whether the person

sees himself or herself as capable and

effective, and whether the person feels in

control of his or her environment or powerless

over the environment.

Definition



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Employee Engagement

An individuals involvement with, satisfaction

with, and enthusiasm for the work he or she

does.

Definition



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Ethics

The study of moral values or principles that

guide our behaviour and inform us whether

actions are right or wrong.

Definition



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Exit

Dissatisfaction expressed by actively attempting

to leave the organization.Definition



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Femininity

A national culture attribute that sees little

differentiation between male and female roles;

women are treated as the equals of men in all

respects.

Definition



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Individualism

A national culture attribute that describes the

degree to which people prefer to act as

individuals rather than as members of groups.

Definition



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Job Satisfaction

An individuals general attitude toward his or

her job.Definition



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Long-term Orientation

A national culture attribute that emphasizes the

future, thrift, and persistence.Definition



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Loyalty

Dissatisfaction expressed by passively waiting

for conditions to improve.Definition



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Masculinity


extent to which the culture favours traditional

masculine work roles of achievement, power,

and control.

Definition



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Neglect

Dissatisfaction expressed by passively allowing

conditions to worsen.Definition



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Normative Commitment

The obligation an individual feels to staying with

the organization.Definition



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Organizational Citizenship Behaviour (OCB)

Discretionary behaviour that is not part of an

employees formal job requirements, but that

nevertheless promotes the effective functioning

of the organization.

Definition



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Organizational Commitment

A state in which an employee identifies with a

particular organization and its goals, and

wishes to maintain membership in the

organization.

Definition



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Power Distance


extent to which a society accepts that power in

institutions and organizations is distributed

unequally.

Definition



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Short-term Orientation

A national culture attribute that emphasizes the

past and present, respect for tradition, and

fulfillment of social obligations.

Definition



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Terminal Values

Goals that individuals would like to achieve

during their lifetimes.Definition



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Uncertainty Avoidance


extent to which a society feels threatened by

uncertain and ambiguous situations and tries to

avoid them.

Definition



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Values

Basic convictions that a specific mode of

conduct or end-state of existence is personally

or socially preferable to an opposite or

converse mode of conduct or end-state of

existence.

Definition



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Voice

Dissatisfaction expressed by actively and

constructively attempting to improve conditions.Definition



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Langton Ppt Ch03