values, attitudes and their effects in the workplace chapter 3: instructors:cathy aspen yajuan (amy)...
Post on 18-Dec-2015
214 Views
Preview:
TRANSCRIPT
Values, Attitudes and Their Effects in the Workplace
Chapter 3:
Instructors: Cathy AspenYajuan (Amy) DuSanghwa KimDon Sun
23 September 2004MOB Dynamics: MNGT 2030E
Today we will discuss:
ValuesA framework for Assessing Cultural ValueCanadian Social valuesImplications for Cultural Differences for OBAttitudesThe Attitude of Job SatisfactionAttitudes and ConsistencyAttitudes and Workforce Diversity
Values
Fundamental standards of desirability by which wechoose between alternatives, assumptions about the nature of reality
1.Learned early, continue to develop2.Drive choices and behavior3.Differ based on culture and environment
Defined as:
Values are:
Values – Value System
A hierarchy based on a ranking of an individual’svalue in terms of their intensity.
Defined as:
There are two types of personal values:
TERMINAL INSTRUMENTALComfortable life AmbitiousExciting life CapableWorld at peace CheerfulWorld of beauty CleanEquality CourageousFamily security ForgivingEtc… Etc…
A Framework for Assessing Cultural Values
5 Value Dimensions of National Culture:
1. power distance2. individualism and collectivism3. quantity of life and quality of life4. uncertainty avoidance5. long-term and short term orientation
5 Value Dimensions of National Culture
Power distance: China, Canada, United States
Quantity of life: Canada, China, Russia
Individualism: Canada, Japan, Korea
Collectivism: Japan, Korea, Canada
Uncertainty avoidance: China, Canada, Mexico
Long-term orientation: China, Japan, Canada
Internal: Canada United States
External: Japan, China
Values
Managers Value: sense of accomplishment, self-
respect, a comfortable life, power & independence more than others
Highest instrumental value: ambition Highest terminal value: accomplishment Tend to be achievement-oriented
Learning style:
An individual’s inclination to perceive, interpret and respond to information in a certain way
Two key dimensions:1. manner in which you gather
information2. way in which you evaluate and act
on information
Values
Values Learning styles – Kolb Concrete experience – learn through
personal involvement Reflective observation – seek meaning
through study Abstract conceptualization – build theories
using logic, ideas and concepts Active experimentation – change situations
and influence others to see what happens
Canadian Social Values
4 Broad Age Groups:1. The Elders – over 60
2. The Boomers – born between mid-40s & mid-60s
3. Generation X – born between mid-60s to early 80s
4. The Ne(x)t Generation – born between 1977 & 1997
Canadian Social Values
The Elders Core Values: believe in order, authority,
discipline, the Juedo-Christian moral code & the Golden Rule
“Playing by the Rules” 80% of elders
Canadian Social Values
The Boomers 4 Categories
1. Autonomous Rebels
2. Anxious Communitarians
3. Connected Enthusiasts
4. Disengaged Darwinists 3 of the 4 groups fit in the stereotypes
Canadian Social Values
Generation X 5 Categories that share the same common
values
1. Thrill-Seeking Materialists
2. Aimless Dependants
3. Social Hedonists4. New Aquarians5. Autonomous Post-Materialists
Canadian Social Values
The Ne(x)t Generation Also know as the Net Generation Curious, Contrarian, flexible, collaborative &
have high self esteem
The Application of Canadian Values in the Workplace Understanding the value structure helps to
manage better & relate to other generations The Elders: “Boss-knows-Best” The Boomers: Workaholics Generation X: Want more experience The Net Generation: Communication &
Information
The Application of Canadian Values in the Workplace Organization can mould the workplace Alignment of an individual and an
organization values
The Application of Canadian Values in the Workplace
3 Broad Cultural Groups Francophone Anglophone Aboriginal
Canadian Cultural GroupsFrancophone Collective; Achievement Managers: Affiliation & extrinsic
Anglophone Individualist; Risks Managers: autonomy & intrinsic
Similar type of theories
Canadian Values and the Values of NAFTA Partners
United States Big business Different values than Canadians American are comfortable with the unknown
where as Canadians are shy No safety nets
Canadian Values and the Values of NAFTA Partners
Mexico Different managerial style Employee expect more respect from
managers Teamwork Quantity of life
Social Values of other Business Partners
East and Southeast Asian Values Guanxi:
“The establishment of a connection between two independent individuals to enable a bilateral flow of personal or social transactions. Both parties must
derive benefits from the transactions to ensure such a relationship.”
Implications of Cultural Differences for OBValues and Workforce Diversity Regarding the employment diversity as a part of
annual report and employee information packets. When companies design & publicize statements
about importance of diversity, are producing value statements.
Hope to change attitudes of members because values are harder to be changed
Focus on attitudes in the workplace and toward diversity.
Attitudes Defined as:
Positive or negative feelings concerning objects, people, or events
Are responses to situations. Attitudes and values are different but interrelated. Attitudes affect job behavior Employees maybe negatively affected by the
attitudes of co-workers or clients.
Types of Attitudes
Job Involvement Defined as:
The degree to which people identify with their jobs, actively participate in them, and consider their performance important to self-worth.
High levels of job involvement are related to fewer absences and lower turnover rates.
High job involvement: identifying with the specific job
Types of Attitudes
Organizational commitment Defined as:
The degree to which an employee identifies with a particular organization and its goals, and wishes to maintain membership in the organization.
High Organizational Commitment means identifying with the employing organization.
Types of Attitudes
3 types of commitment:1. Affective commitment: individual’s
relationship to the organization2. Continuance commitment: the
perceived cost of leaving 3. Normative commitment: the
obligation an individual feels to staying
Types of Attitudes 5 reasons for employee commitment:
1. Are proud of aspirations, accomplishments, & legacy;
share values.2. Know expectations, performance
measures & why it matters.
3. In control of own destinies; savor high-risk, high-reward work.
4. Recognized for quality of performance. 5. Have fun & enjoy the supportive
interactive environment
Types of Attitudes
Organizational citizenship behavior (OCB)
Defined as:
Discretionary behavior that is not part of an employee’s formal job
requirements, but that nevertheless promotes the effective functioning of the organization.
The Attitude of Job Satisfaction
Job Satisfaction Defined as:
An individual’s general attitude toward his or her job.
Job Satisfaction and its affect on 5 areas:Individual productivityOrganizational productivityAbsenteeismTurnoverOrganizational citizenship behavior
The Attitude of Job Satisfaction
Satisfaction and individual productivity:relation between the two is slightly positive
productivity affected by internal and external factors link dependant on level of external constraint
- operator of machine and productivity depend on machine not satisfaction.
higher correlation with professionals, white collar workers and managers
studies show production level actually influences satisfaction
The Attitude of Job Satisfaction
Satisfaction and organization productivity:relation between the two is much stronger here
more satisfied employees = more productive org. hasn’t received strong support
-many studies focus on individuals not organizations-doesn’t account for workplace complexities
The Attitude of Job Satisfaction
Satisfaction and turnover:relationship between the two is negative
strong relationship consider external factors must consider employees predisposition to life
Satisfaction and absenteeism:relation between the two is negative
ie. Less satisfaction leads to absenteeism many factors that affect absenteeism
The Attitude of Job Satisfaction
Satisfaction and OCBprevious views have linked satisfaction with OCB
• recent studies show that this relation occurs through fairness• if an employee feels they are being treated unfairly then job satisfaction is negative.• if an employee feels they are being treated fairly, then trust is built, thus job satisfaction increases and then OCR increases
Attitudes and Consistency people seek consistency between attitudes
and behaviors- if these don’t match, individuals reconcileattitudes and behaviors to match each other.
- ensure that attitudes and behaviors are rational
fix by altering attitude or behaviors or by finding an excuseto justify it.
Attitudes and Consistency
Cognitive dissonance: Any incompatibility between two or more attitudes or between behaviors and attitudes.
any form of inconsistency is felt as discomfort.
individuals work to reduce dissonance and hence discomfort
Attitudes and Workforce Diversity
a more diverse workforce is a reality organizations must face.
- age- gender- nationality
is a managers concern to monitor attitudes and behavior toward minorities especially after significant events that influence perceptions organizations was to change employee attitudes to a more diversity oriented can’t force change in belief but you can influence behavior
top related