Chapter 3 Values Attitudes and Their Effects in

Chapter 3 Values, Attitudes, and Their Effects in the Workplace

Chapter Outline n n n Values Across Cultures Implications of Cultural Differences for OB Attitudes The Attitude of Job Satisfaction Chapter 3, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 Pearson Education Canada Inc. 2

Values, Attitudes, and Their Effects in the Workplace Questions for Consideration n What is the relationship between values and individual behaviour? n How do values differ across cultures? n How does job satisfaction affect one’s behaviour in the workplace? Chapter 3, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 Pearson Education Canada Inc. 3

Values n Values – Basic convictions that “a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or endstate of existence. ” – They contain a judgmental element in that they carry the individual’s idea of what is right, good, or desirable. n Value System -- a hierarchy based on a ranking of an individual’s values in terms of their intensity. – Importance of Values n Values generally influence attitudes and behaviour. Chapter 3, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 Pearson Education Canada Inc. 4

Assessing Cultural Values n n n Power Distance Individualism Versus Collectivism Quantity of Life Versus Quality of Life Uncertainty Avoidance Long-term versus Short-term Orientation Chapter 3, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 Pearson Education Canada Inc. 5

Exhibit 3 -1 Examples of National Cultural Values Chapter 3, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 Pearson Education Canada Inc. 6

Canada’s Multicultural Society n 1996 immigrant population – 42 percent of Toronto’s population – 34. 8 percent of Vancouver’s – 18 percent of Montreal’s n 1991 Census findings on language – 15. 2 percent spoke neither English nor French. Of these: n n n 28 percent spoke Chinese (either Mandarin or Cantonese) 15 percent spoke Italian 11 percent spoke Portuguese 6 percent spoke Spanish 5 percent spoke Punjabi Chapter 3, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 Pearson Education Canada Inc. 7

Canadian Social Values n The Elders – Those over 50 – Core Values: Belief in order, authority, discipline, and the Golden Rule n The Boomers – Born mid-1940 s to mid-1960 s – Autonomous rebels, anxious communitarians, connected enthusiasts, disengaged Darwinists n Generation X – Born mid-1960 s to early 1980 s – Thrill-seeking materialists, aimless dependents, social hedonists, new Aquarians, autonomous post-materialists Chapter 3, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 Pearson Education Canada Inc. 8

Francophone and Anglophone Values Francophone Values n More collectivist or grouporiented n Greater need for achievement n Concerned with interpersonal aspects of workplace n Value affiliation n Anglophone Values Individualist or I -centred n More taskcentred n Take more risks n Value autonomy Chapter 3, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 Pearson Education Canada Inc. 9

Canadian Aboriginal Values n n n 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 decision-making Chapter 3, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 Pearson Education Canada Inc. 10

Canadian and American Values Canadian Values n n n 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 n n n 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 3, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 Pearson Education Canada Inc. 11

Canada, the US and Mexico n n n Canada and the US Lower power distance More likely to tolerate abrasiveness and insensitivity by managers Lower risk takers More individualistic Less agreeable to teamwork n n n n Mexico Higher power distance Managers more autocratic and paternalistic Employees defer more to managers Greater uncertainty avoidance Managers are greater risk takers Greater reliance on networks and relationships Chapter 3, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 Pearson Education Canada Inc. 12

East and Southeast Asian Values n n n North America n East and Southeast Asia Networked n Guanxi relations: based on on self-interest reciprocation Relationships viewed with meant to be longimmediate gains term and enduring Enforcement n Enforcement relies on on personal power institutional law and authority Governed by n Governed by guilt (internal shame (external pressures on performance) Chapter 3, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 Pearson Education Canada Inc. 13

Attitudes Evaluative statements or judgments concerning objects, people, or events. n Attitudes less stable than values n Chapter 3, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 Pearson Education Canada Inc. 14

Types of Attitudes n Job Satisfaction –. . . refers to an individual’s general attitude toward his or her job. n 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. n Organizational Commitment –. . . a state in which an employee identifies with a particular organization and its goals, and wishes to maintain membership in the organization. Chapter 3, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 Pearson Education Canada Inc. 15

Canadian Job Satisfaction (1997) n 86 percent report that they are satisfied with their jobs – 47 percent very satisfied with their jobs – 39 percent more somewhat satisfied n 71 percent find jobs are challenging and interesting – 44 percent strongly agree – 27 percent somewhat agree 75 percent say they are treated fairly at work n But n – 40 percent would not recommend their place of work – 40 percent report red tape and bureaucracy Chapter 3, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 Pearson Education Canada Inc. 16

Job Satisfaction n What Determines Job Satisfaction? – – Mentally Challenging Work Equitable Rewards Supportive Working Conditions Supportive Colleagues Chapter 3, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 Pearson Education Canada Inc. 17

Job Satisfaction and Employee Performance n Satisfaction Affects – – Individual Productivity Organizational Productivity Absenteeism Turnover Chapter 3, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 Pearson Education Canada Inc. 18

Summary and Implications Values strongly influence a person’s attitudes. n An employee’s performance and satisfaction are likely to be higher if his or her values fit well with the organization. n Managers should be interested in their employees’ attitudes because attitudes give warning signs of potential problems and because they influence behaviour. n Managers should also be aware that employees will try to reduce cognitive dissonance. n Chapter 3, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 Pearson Education Canada Inc. 19