Transcript langton_OB_5ce_ch03

Chapter 3:
Values, Attitudes,
and Diversity in
the Workplace
Organizational
Behaviour
5th Canadian Edition
Langton / Robbins / Judge
Copyright © 2010 Pearson Education
Canada
3-1
Chapter Outline
• Values
• Assessing Cultural Values
• Values in the Canadian Workplace
• Attitudes
• Managing Diversity in the Workplace
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Values, Attitudes, and Their Effects
in the Workplace
1. What are values?
2. How can we understand values across cultures?
3. Are there unique Canadian values?
4. What are attitudes and why are they important?
5. How do we respond to diversity in the workplace?
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Values
• Values
– Concepts or beliefs that guide how we make decisions
about and evaluations of behaviours and events.
• Two frameworks for understanding values
– Milton Rokeach’s value survey
– Kent Hodgson’s general moral principles
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Rokeach Value Survey
• 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.
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Exhibit 3-1 Terminal and Instrumental
Values in Rokeach Value Survey
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Exhibit 3-2 Value Ranking of Executives,
Union Members, and Activists (Top Five Only)
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Ethical Values
• Ethics
– The study of moral values or principles that guide our
behaviour, and inform us whether our actions are right
or wrong.
• Ethical values are related to moral judgments
about right and wrong.
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The Magnificent Seven Principles
• Kent Hodgson identified seven principles:
1. Dignity of human life
2. Autonomy
3. Honesty
4. Loyalty
5. Fairness
6. Humaneness
7. The common good
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Hofstede’s Framework for Assessing
Culture
• Power Distance
• Individualism vs. Collectivism
• Masculinity vs. Femininity
• Uncertainty Avoidance
• Long Term vs. Short Term Orientation
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Exhibit 3-3 Hofstede’s Cultural
Values By Nation
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Values in the Canadian Workplace
• Generational Differences
• Cultural Differences
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Generational Differences
• The Elders (those over 60)
– Core values: Belief in order, authority, discipline, and the Golden
Rule
• Baby Boomers (born mid-1940s to mid-1960s)
– Autonomous rebels, anxious communitarians, connected
enthusiasts, disengaged Darwinists
• Generation X (born mid-1960s to early 1980s)
– Thrill-seeking materialists, aimless dependents, social hedonists,
new Aquarians, autonomous post-materialists
• The Ne(x)t Generation (born between 1977 and 1997)
– “High expectations; seek meaning in their work
– Tend to be questioning, socially conscious and entrepreneurial.
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Cultural Differences
• 2006 immigrant population
– 46 percent of Toronto’s population
– 40 percent of Vancouver’s
– 21 percent of Montreal’s
• 2006 Census findings on language
– 20.1 percent spoke neither English nor French as their
first language. Of these:
• Largest majority spoke Chinese (either Mandarin or
Cantonese)
• Followed by Italian, German, Punjabi, and Spanish
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Exhibit 3-4 Canadian and American
Value Differences
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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
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Aboriginal Values
•
•
•
•
•
•
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
Greater emphasis on consensual decision-making
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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 & 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)
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Attitudes
• Positive or negative feelings concerning objects,
people, or events.
• Attitudes are less stable than values.
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Types of Attitudes
• Job Satisfaction
– An individual’s general attitude toward his or her job.
• Organizational Commitment
– A state in which an employee identifies with a
particular organization and its goals, and wishes to
maintain membership in the organization.
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Canadian Job Satisfaction
• 40 percent of Canadians are very satisfied with their jobs.
– 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.
– They never see any of the benefits of their company’s profitability.
– Red tape and bureaucracy are the biggest barriers to job
satisfaction.
• 55 percent of Canadians say they have too much to do.
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What Causes Job Satisfaction?
•
Key sources of Job Satisfaction
– Work itself, pay advancement opportunities, supervision, coworkers
• Enjoying the work itself is almost always most strongly
correlated with high levels of job satisfaction.
• Once a person reaches the level of comfortable living the
relationship between pay and satisfaction virtually disappears.
• People with positive core self-evaluations , believe in their
inner worth and basic competence, and are more satisfied with
their work.
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Job Satisfaction and Individual
Performance
• Satisfaction affects:
– Individual productivity
– Organizational productivity
– Organizational citizenship behaviour
– Job satisfaction and customer satisfaction
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How Employees Can Express
Dissatisfaction
• Exit
Exhibit 3-5 Responses to Job Dissatisfaction
• Voice
• Loyalty
• Neglect
Source: Reprinted with permission from Journal of Applied Social Psychology 15 no. 1, p. 83. V. H. Winston and Sons, 360
South Beach Boulevard, Palm Beach, FL 33480. All rights reserved.
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Managers Often Don’t Get it
• Research findings on large organizations:
– Stock prices in high morale organizations grew 19.4
percent and only 10 percent for the medium an low
morale group.
• Many managers are not concerned with job
satisfaction measures.
• Many other managers overestimate the job
satisfaction of their employees.
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Organizational Commitment
• Three Types of Commitment
– Affective commitment
• An individual’s relationship to the organization.
– Normative commitment
• The obligation an individual feels to staying with
an organization.
– Continuance commitment
• An individual’s calculation that it is in his or her
best interest to stay with the organization based on
the perceived costs of leaving it.
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Five Reasons Employees Commit
Themselves
• They are proud of [the company’s] 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 their individual
performance.
• They have fun and enjoy the supportive and highly
interactive environment.
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Employee Engagement
• An individual’s involvement with, satisfaction with, and
enthusiasm for work he or she does.
• Highly engaged employees have a passion for their work
and feel a deep connection to the company.
• Firms that have employees with a higher level of
engagement tend to see positive results:
–
–
–
–
Higher customer satisfaction
More productive employees
Higher profits
Lower levels of turnover and accidents
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Managing Diversity in the Workplace
• Responses to Diversity Initiatives
• Cultural Intelligence
– The ability to understand someone’s unfamiliar and
ambiguous gestures in the same way as would people
from his or her culture.
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Exhibit 3-6 Major Workforce Diversity
Categories
• Gender
• Disability
• National Origin
• Domestic
Partners
• Age
• Religion
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Exhibit 3-7 Measuring Your Cultural
Intelligence
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Cultural Intelligence Profiles
• According to Earley and Masakowski most
managers fall into the following cultural
intelligence profiles:
–
–
–
–
–
–
Provincial
Analyst
Natural
Ambassador
Mimic
Chameleon
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Summary and Implications
1.
What are Values?
–
2.
How can we understand values across cultures?
–
3.
Canadian values are affected by both generational and cultural
factors.
What are attitudes and why are they important?
–
5.
Hofstede found that managers and employees vary on five value
dimensions of national culture. This insight is expanded on by
his GLOBE program.
Are there unique Canadian values?
–
4.
Values guide how we make decisions about and evaluations of
behaviours and events.
Attitudes are positive or negative feelings about objects, people,
or events. They affect the way people respond to situations.
How do we respond to diversity in the workplace?
–
Many organizations have introduced diversity training programs
to improve cultural awareness.
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OB at Work
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For Review
1. How does ethics relate to values?
2. Describe the GLOBE project’s nine dimensions of
national culture.
3. How might differences in generational values
affect the workplace?
4. Compare Aboriginal and non-Aboriginal values.
5. What might explain low levels of employee job
satisfaction in recent years.
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For Review
6. Are satisfied workers productive workers? Explain your
answer.
7. What is the relationship between job satisfaction and
absenteeism? Job satisfaction and turnover? Which is the
stronger relationship?
8. Contrast exit, voice, loyalty, and neglect as employee
responses to job satisfaction.
9. What is cultural intelligence? How do its three dimensions
relate to understanding people from other cultures?
10. How can managers get employees to more readily accept
working with colleagues who are different from
themselves?
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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.
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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. “Organizations should do everything they can to encourage
organizational citizenship behaviour.” Do you agree or
disagree? Support your position.
5. 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 “yes.” What, if anything, do you think
this implies about employee job satisfaction?
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What Do You Value?
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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?
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Working With Others Exercise
Understanding Cultural Values
1. Break into groups of 5-6.
2. 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.
3. Consider the differences in the two cultures for:
power distance, individualism, and uncertainty
avoidance.
4. a) What challenges will you face working together?
b) What steps could be taken to work together more
effectively?
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