COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 4 1 CHAPTER 4 VALUES, ATTITUDES, AND WORK...

COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 4

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CHAPTER 4VALUES, ATTITUDES, AND WORK BEHAVIOUR


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LEARNING OBJECTIVES Define values and discuss the implications of

cross-cultural variation in values for organizational behaviour.

Define attitudes and explain how people develop and change attitudes.

Explain the concept of job satisfaction and discuss some of its key contributors.


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Discuss the roles of discrepancy, fairness and disposition in promoting job satisfaction.

Outline the various consequences of job satisfaction and explain the relationship between job satisfaction and mental health, absenteeism, turnover, performance and organizational citizenship behaviour.

Differentiate affective, continuance and normative commitment and explain how organizations can foster commitment and the impact of changes in the workplace on employee commitment.


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VALUES

A broad tendency to prefer certain states of affairs over others.


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OCCUPATIONAL DIFFERENCES IN VALUES IN DIFFERENT CULTURES

Occupational differences

Values across cultures Work centrality


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WORK CENTRALITY ACROSS CULTURES


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HOFSTEDE’S DIMENSIONS OF WORK-RELATED VALUES AND CULTURE

Power distance – The extent to which society members accept an unequal distribution of power.

Uncertainty avoidance – The extent to which people are uncomfortable with uncertain and ambiguous situations.


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Masculinity/Femininity Masculine cultures differentiate gender roles,

support the dominance of men and stress economic performance.

Feminine cultures accept fluid gender roles, stress sexual equality and stress quality of life.


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Individualism/Collectivism Individualistic societies stress independence,

individual initiative and privacy.

Collective cultures favour interdependence and loyalty to family or clan.


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Long-term/Short-term orientation Cultures with a long-term orientation tend to

stress persistence, perseverance, thrift and close attention to status.

Cultures with a short-term orientation stress personal steadiness and stability, face-saving and social niceties.


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CROSS-CULTURAL VALUE COMPARISONS


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POWER DISTANCE AND INDIVIDUALISM


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IMPLICATIONS OF CULTURAL VARIATION Exporting OB Theories – Successful firms blend

the values of their headquarter’s corporate culture with those of the host nation in overseas operations.

Importing OB Theories – Successful importing of management practices is achieved by tailoring the practices to the home culture’s concerns.


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Appreciating Global Customers – is essential to understanding the needs and tastes of customers or clients around the world.

Developing Global Employees – need to select, train and develop employees.


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ATTITUDES

A fairly stable emotional tendency to respond consistently to some specific object, situation, person or category of people.

ATTITUDE BEHAVIOUR


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ATTITUDE FORMATION

BELIEF + VALUE ATTITUDE BEHAVIOUR


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WHEN MANAGEMENT MIGHT DESIRE TO CHANGE ATTITUDES

Attitudes toward workforce diversity

Attitudes toward ethical business practices

Attitudes toward anticipated changes

Attitudes toward safety practices and the use of safety equipment


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CHANGING ATITUDES

CHANGED BELIEFS AND/OR VALUES

CHANGED ATTITUDES CHANGED BEHAVIOUR


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COGNITIVE DISSONANCE

A feeling of tension experienced when certain cognitions are contradictory or inconsistent with each other.


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TO TEACH NEW BEHAVIOURS

Modeling of correct behaviours.

Role-playing of correct behaviours.

Social reinforcement of role-played behaviours.


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MODELS OF ATTITUDE CHANGE


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WHAT IS JOB SATISFACTION?

A collection of attitudes that workers have about their jobs.


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MEASUREMENTS OF JOB SATISFACTION

Job Descriptive Index (JDI) is a questionnaire designed around five facets of job satisfaction which includes: Work People Promotions Supervision Pay


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Minnesota Satisfaction Questionnaire (MSQ) uses a scale of “very satisfied” to “very dissatisfied” to indicate how happy respondents are with their jobs.


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Sample items include: The competence of my supervisor in making

decisions The way my job provides for steady

employment The chance to do things for other people My pay and the amount of work I do


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WHAT DETERMINES JOB SATISFACTION?

Discrepancy Theory A theory that job satisfaction stems from the

discrepancy between the job outcomes wanted and the outcomes that are perceived to be obtained.


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Fairness Issues of fairness affect both what people want

from their jobs and how they react to the inevitable discrepancies of organizational life.

Distributive Fairness

Procedural Fairness


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Distributive Fairness or Distributive Justice Fairness that occurs when people

receive what they think they deserve from their jobs.


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EFFECT OF DISCREPANCY, FAIRNESS, AND DISPOSITION

ON JOB SATISFACTION


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EQUITY THEORY

Job satisfaction stems from a comparison of the inputs one invests in a job and the outcomes one receives in comparison with the inputs and outcomes of another person or group.

My outcomes Other’s outcomes

My inputs Other’s inputs=


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Procedural Fairness or Procedural Justice Fairness that occurs when the process used to

determine work outcomes is seen as reasonable.

It is relevant to outcomes.


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Disposition Underlying job satisfaction is the idea that some

people are predisposed by virtue of their personalities to be more or less satisfied despite changes in discrepancy and fairness.


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KEY CONTRIBUTORS TO JOB SATISFACTION

Mentally challenging work

High pay

Promotions

People


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CONSEQUENCES OF JOB SATISFACTION

Mental health and off-the-job satisfaction

Absence from work

Turnover


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Performance “Satisfaction causes performance” hypothesis

An assumption that high job satisfaction leads to high job performance.

Good Human Relations Job Satisfaction Performance


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“Performance causes satisfaction” hypothesisAn assumption that high job performance

leads to high job satisfaction.

Performance Rewards Job Satisfaction


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Organizational citizenship behaviour Voluntary, informal behaviour

that contributes to organizational effectiveness.


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WHAT ISORGANIZATIONAL COMMITMENT?

An attitude that reflects the strength of the linkage between an employee and an organization.

Affective commitment is based on identification and involvement with an organization.


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Continuance commitment is based on the costs that would be incurred in leaving an organization.

Normative commitment is based on ideology or a feeling of obligation to an organization.


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KEY CONTRIBUTORS TO ORGANIZATIONAL COMMITMENT

Affective commitment is interesting, satisfying work, such as job enrichment.

Continuance commitment is enhanced with building up “side bets” in pension funds, obtaining rapid promotions or being well integrated into the community.


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Normative commitment is fostered by benefits that build a sense of obligation to the organization, such as tuition reimbursements, special training to enhance skills, strong identification with the organization’s product or service or certain socialization practices to emphasize loyalty.


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CHANGES IN THE WORKPLACE AND EMPLOYEE COMMITMENT

Changes in the nature of employees’ commitment to the organization.

Changes in the focus of employees’ commitment

The multiplicity of employer-employee relationships within organizations

COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 4 1 CHAPTER 4 VALUES, ATTITUDES, AND WORK...

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