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 Cultural Groups

Canadian Aboriginal Aboriginal values Non-Aboriginals vs. Aboriginals

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.

Attitudes

Types of Attitudes Job Involvement Organizational commitment Job satisfaction

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

Open Discussion

Do your values affect your attitudes?

How has the change in values changed the workplace?

Which are more important to you, your values or your attitude?