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Values, Attitudes, and Their Effects in the Workplace
Chapter 3
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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
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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
A national culture attribute that describes the
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
A national culture attribute that describes the
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
A national culture attribute that describes the
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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