Chapter 3:

1. Chapter 3: Values, Attitudes and Their Effects in the Workplace Instructors: Cathy Aspen Yajuan (Amy) Du Sanghwa Kim Don Sun 23 September 2004 MOB Dynamics: MNGT 2030E

2. Today we will discuss: Values A framework for Assessing Cultural Value Canadian Social values Implications for Cultural Differences for OB Attitudes The Attitude of Job Satisfaction Attitudes and Consistency Attitudes and Workforce Diversity

3. Values Defined as: Fundamental standards of desirability by which we choose between alternatives, assumptions about the nature of reality Values are: 1.Learned early, continue to develop 2.Drive choices and behavior 3.Differ based on culture and environment

4. TERMINAL INSTRUMENTAL Comfortable life Ambitious Exciting life Capable World at peace Cheerful World of beauty Clean Equality Courageous Family security Forgiving Etc… Etc… Values – Value System Defined as: A hierarchy based on a ranking of an individual’s value in terms of their intensity. There are two types of personal values:

5. A Framework for Assessing Cultural Values 5 Value Dimensions of National Culture: 1. power distance 2. individualism and collectivism 3.quantity of life and quality of life 4. uncertainty avoidance 5. long-term and short term orientation

6. 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 5 Value Dimensions of National Culture

7. 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

8. 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 information 2. way in which you evaluate and act on information Values

9. 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

10. 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

11. 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

12. 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

13. Canadian Social Values Generation X • 5 Categories that share the same common values 1. Thrill-Seeking Materialists 2. Aimless Dependants 3. Social Hedonists 4. New Aquarians 5. Autonomous Post-Materialists

14. Canadian Social Values The Ne(x)t Generation • Also know as the Net Generation • Curious, Contrarian, flexible, collaborative & have high self esteem

15. 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

16. The Application of Canadian Values in the Workplace • Organization can mould the workplace • Alignment of an individual and an organization values

17. The Application of Canadian Values in the Workplace 3 Broad Cultural Groups • Francophone • Anglophone • Aboriginal

18. Canadian Cultural Groups Francophone • Collective; Achievement • Managers: Affiliation & extrinsic Anglophone • Individualist; Risks • Managers: autonomy & intrinsic • Similar type of theories

19. Canadian Cultural Groups Canadian Aboriginal • Aboriginal values • Non-Aboriginals vs. Aboriginals

20. 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

21. Canadian Values and the Values of NAFTA Partners Mexico • Different managerial style • Employee expect more respect from managers • Teamwork • Quantity of life

22. 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.”

23. Implications of Cultural Differences for OB Values 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.

24. 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.

25. Attitudes Types of Attitudes • Job Involvement • Organizational commitment • Job satisfaction

26. 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

27. 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.

28. Types of Attitudes • 3 types of commitment: 1. Affective commitment:individual’s relationship to the organization 2.      Continuance commitment: the perceived cost of leaving 3.      Normative commitment:the obligation an individual feels to staying

29. 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

30. 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.

31. Job Satisfaction Defined as: An individual’s general attitude toward his or her job. The Attitude of Job Satisfaction • Job Satisfaction and its affect on 5 areas: • Individual productivity • Organizational productivity • Absenteeism • Turnover • Organizational citizenship behavior

32. 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

33. 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

34. The Attitude of Job Satisfaction • Satisfaction and absenteeism: • relation between the two is negative • ie. Less satisfaction leads to absenteeism • many factors that affect absenteeism • Satisfaction and turnover: • relationship between the two is negative • strong relationship • consider external factors • must consider employees predisposition to life

35. The Attitude of Job Satisfaction • Satisfaction and OCB • previous 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

36. Attitudes and Consistency • people seek consistency between attitudes and behaviors - if these don’t match, individuals reconcile attitudes and behaviors to match each other. - ensure that attitudes and behaviors are rational • fix by altering attitude or behaviors or by finding an excuse to justify it.

37. 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 Consistency

38. 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

39. 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?