Transcript Chapter 3 - bYTEBoss

Chapter 3
Values, Attitudes, and
Their Effects in the
Workplace
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Values, Attitudes, and Their
Effects in the Workplace
Questions for Consideration
• What are values?
• How can we understand values across
cultures?
• Are there unique Canadian values?
• Why are differences in values important?
• What are attitudes and how are they
formed?
• What is job satisfaction?
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Values
• Values
– Basic convictions about what is important
to the individual
– They contain a judgmental element of what
is right, good, or desirable.
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Values
– Types of values
• Terminal: Goals that individuals would
like to achieve during their lifetime
• Instrumental: Preferable ways of
behaving
– Importance of values
• Values generally influence attitudes
and behaviour.
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Values vs. Ethics
• Ethics
– The science of morals in human conduct
– Moral principles; rules of conduct
• Ethical Values are related to moral
judgments about right and wrong
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
A Framework for Assessing
Cultural Values
• Hofstede’s Dimensions
–
–
–
–
–
Power Distance
Individualism Versus Collectivism
Quantity of Life Versus Quality of Life
Uncertainty Avoidance
Long-term versus Short-term Orientation
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Exhibit 3-2 Examples of
National Cultural Values
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Canadian Social Values
• The Elders
– Those over 50
– Core Values: Belief in order, authority, discipline,
and the Golden Rule
• The Boomers
– Born mid-1940s to mid-1960s
– Autonomous rebels, anxious communitarians,
connected enthusiasts, disengaged Darwinists
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Canadian Social Values
• Generation X
– Born mid-1960s to early 1980s
– Thrill-seeking materialists, aimless dependents,
social hedonists, new Aquarians, autonomous postmaterialists
• The Ne(x)t Generation
– Born between 1977 and 1997
– “Creators, not recipients”
– Curious, contrarian, flexible, collaborative, high in
self-esteem
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Francophone and
Anglophone Values
• Francophone Values
– More collectivist or
group-oriented
– Greater need for
achievement
– Concerned with
interpersonal
aspects of workplace
– Value affiliation
• Anglophone Values
– Individualist or Icentred
– More task-centred
– Take more risks
– Value autonomy
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Canadian Aboriginal Values
– More collectivist in orientation
– More likely to reflect and advance the goals
of the community
– Greater sense of family in the workplace
– Greater affiliation and loyalty
– Power distance lower than non-Aboriginal
culture of Canada and the U.S.
– Greater emphasis on consensual decisionmaking
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Exhibit 3-3 Ground Rules for
Aboriginal Partnerships
• Modify management operations to reduce negative impact to
wildlife species
• Modify operations to ensure community access to lands and
resources
• Protect all those areas identified by community members as
having biological, cultural and historical significance
• Recognize and protect aboriginal and treaty rights to hunting,
fishing, trapping and gathering activities
• Increase forest-based economic opportunities for community
members
• Increase the involvement of community members in decisionmaking
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Canadian and American
Values
• Canadian Values
– Protectionist business
environment
– Personality: more shy
and deferential, less
violent, more courteous
– More rule-oriented
– Peace, order, equality
– Uncomfortable
celebrating success, play
it down
• American Values
– Greater faith in the
family, the state, religion,
and the market
– More comfortable with
big business
– Intense competition in
business
– Individuality and
freedom
– More comfortable with
the unknown and taking
risks
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Canada, the US and Mexico
• Canada and the US
• Mexico
– Higher power distance
– Managers more autocratic
More likely to tolerate
and paternalistic
abrasiveness and
insensitivity by managers – Employees defer more to
managers
Lower risk takers
– Greater uncertainty
More individualistic
avoidance
Less agreeable to
– Managers are greater risk
takers
teamwork
– Greater reliance on
networks and relationships
– Lower power distance
–
–
–
–
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
East and Southeast Asian
Values
• North America
– Networked relations:
based on self-interest
– Relationships viewed
with immediate gains
– Enforcement relies on
institutional law
– Governed by guilt
(internal pressures on
performance)
• East and Southeast Asia
– Guanxi relations: based on
reciprocation
– Relationships meant to be
long-term and enduring
– Enforcement relies on
personal power and
authority
– Governed by shame
(external pressures on
performance)
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Attitudes
• Positive or negative feelings concerning
objects, people, or events.
• Less stable than values
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Types of Attitudes
• Job Involvement
– . . . measures the degree to which a person
identifies psychologically with his or her job and
considers his or her perceived performance level
important to self-worth.
• Organizational Commitment
– . . . a state in which an employee identifies with a
particular organization and its goals, and wishes to
maintain membership in the organization.
• Job Satisfaction
– . . . refers to an individual’s general attitude
toward his or her job.
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Canadian Job Satisfaction
• In 1991, 62 per cent of employees reported they were
highly satisfied with their jobs, compared to just 45
per cent in 2001.
• Almost 40 percent of employees would not
recommend their company as a good place to work.
• 40 percent believe they never see any of the benefits of
their company making money.
• Almost 40 percent reported that red tape and
bureaucracy are among the biggest barriers to job
satisfaction.
• 55 percent reported that they felt the “pressure of
having too much to do.”
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Job Satisfaction and
Employee Performance
• Satisfaction Affects
–
–
–
–
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Individual Productivity
Organizational Productivity
Absenteeism
Turnover
Organizational Citizenship Behaviour
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Expressing Dissatisfaction
•
•
•
•
Exit
Voice
Loyalty
Neglect
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Summary and Implications
• Values strongly influence a person’s attitudes.
• An employee’s performance and satisfaction
are likely to be higher if his or her values fit
well with the organization.
• Managers should be interested in their
employees’ attitudes because attitudes give
warning signs of potential problems and
because they influence behaviour.
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
OB at Work
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
For Review
1. What are Hofstede’s five value dimensions of national
culture?
2. How might differences in generational values affect the
workplace?
3. Compare Aboriginal and non-Aboriginal values.
4. How can managers get employees to more readily accept
working with colleagues who are different from
themselves?
5. Describe three job-related attitudes. What is their
relevance to the workplace?
6. Are happy workers productive workers?
7. What is the relationship between job satisfaction and
absenteeism? Job satisfaction and turnover? Which is the
stronger relationship?
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
For Critical Thinking
1. “Thirty-five years ago, young employees we hired
were ambitious, conscientious, hard-working, and
honest. Today’s young workers don’t have the same
values.” Do you agree or disagree with this manager’s
comments? Support your position.
2. Do you think there might be any positive and
significant relationship between the possession of
certain personal values and successful career
progression in organizations such as Merrill Lynch,
the Canadian Union of Postal Workers (CUPW), and
the City of Regina’s police department? Discuss.
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
For Critical Thinking
3. “Managers should do everything they can to enhance
the job satisfaction of their employees.” Do you agree
or disagree? Support your position.
4. When employees are asked whether they would again
choose the same work or whether they would want
their children to follow in their footsteps, fewer than
half typically answer in the affirmative. What, if
anything, do you think this implies about employee
job satisfaction?
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Breakout Group Exercises
Form small groups to discuss the following
topics. Each person in the group should first
identify 3 to 5 key personal values.
1. Identify the extent to which values overlap in your
group.
2. Try to uncover with your group members the source
of some of your key values (e.g., parents, peer group,
teachers, church).
3. What kind of workplace would be most suitable for
the values that you hold most closely?
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.
Working With Others
Exercise
Understanding cultural values
• Break into groups of 5-6. Pretend that half of
you have been raised in Canadian culture,
and half of you have been raised in another
culture assigned by your instructor
– Consider the differences in the two cultures for:
power distance, individualism, and uncertainty
avoidance
– What challenges will you face working together?
– What steps could be taken to work together more
effectively?
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright © 2004 Pearson Education Canada Inc.