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

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?

Values Values Basic convictions about what is important to the individual They contain a judgmental element of what is right, good, or desirable. Material pertinent to this discussion is found on pages 69. Values represent 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 end-state of existence." Values have both content and intensity attributes. The content attribute specifies that the mode of conduct is important, and the intensity attribute specifies how important it is. Values lay the foundation for the understanding of attitudes and motivation as well as influencing our perceptions. Values can cloud objectivity and rationality. Values generally influence attitudes and behaviour.

Values Types of values Importance 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. This material is found on page 70.

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 This material is found on page 70.

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 Material pertinent to this discussion is found on pages 71-72. Power distance. The degree to which people in a country accept that power in institutions and organizations is distributed unequally. Ranges from relatively equal (low power distance) to extremely unequal (high power distance). Individualism versus collectivism. Individualism is the degree to which people in a country prefer to act as individuals rather than as members of groups. Collectivism is the equivalent of low individualism. Quantity of life versus quality of life. Quantity of life is the degree to which values like assertiveness, the acquisition of money and material goods, and competition prevail. Quality of life is the degree to which people value relationships, and show sensitivity and concern for the welfare of others. Uncertainty avoidance. The degree to which people in a country prefer structured over unstructured situations. In countries that score high on uncertainty avoidance, people have an increased level of anxiety, which manifests itself in greater nervousness, stress, and aggressiveness. Long-term versus short-term orientation. People in cultures with long-term orientations look to the future and value thrift and persistence. A short-term orientation values the past and present, and emphasizes respect for tradition and fulfilling social obligations.

Exhibit 3-2 Examples of National Cultural Values Material pertinent to this illustration is found on pages 72-73.

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 Material pertinent to this discussion is found on pages 73-74. The Elders: These individuals are characterized as “playing by the rules,” and their core values are belief in order, authority, discipline, the Judeo-Christian moral code, and the Golden Rule (do unto others as you would have others do unto you). The Boomers: Although viewed as a somewhat spoiled, hedonistic, rebellious group, this belies the four categories of boomers: autonomous rebels (25%), anxious communitarians (20%), connected enthusiasts (14%), and disengaged Darwinists (41%). So, unlike the elders, boomers are a bit more fragmented in their views, although all but the disengaged Darwinists reflect to some extent the stereotypes of this generation: rejection of authority, skepticism regarding the motives of big business and government, a strong concern for the environment, and a strong desire for equality in the workplace and society.

Canadian Social Values 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 “Creators, not recipients” Curious, contrarian, flexible, collaborative, high in self-esteem Material pertinent to this discussion is found on pages 74-75. Generation X: While this group is quite fragmented in its values, the research showed that the common values are experience seeking, adaptability, and concern with personal image among peers. Despite these common values, Gen Xers can be divided into five tribes. Thrill-seeking materialists (25%), aimless dependents (27%), social hedonists (15%), new aquarians (13%), and autonomous post-materialists (20%).

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 I-centred More task-centred Take more risks Value autonomy Material pertinent to this discussion is found on pages 75-76. A 1994 study conducted at the University of Ottawa and Laval University suggest that some of the differences reported in previous research may be decreasing. 15 For instance, that study reported that there were no significant differences in individualism and collectivism. While this is only one study, and thus needs further confirmation, the researchers suggest that some of the differences found in previous studies were a function of characteristics unrelated to whether a person was francophone or anglophone. Specifically, once the socioeconomic status of the individuals is controlled, there are no differences due to linguistic background.

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 decision-making Material pertinent to this illustration is found on pages 76-78. Two stories from the text: The opening ceremony for the First Nations Bank of Canada's head office branch in Saskatoon in September 1997, was different from many openings of Western businesses. The ceremony was accompanied by the burning of sweetgrass. Saskatoon-based Adam's Active Autowrecking is owned by Sandra Bighead, a member of the Beardy's and Okemasis First Nation. Her philosophy about running her business exhibits the family-value orientation that is more likely to be found in Aboriginal businesses. She believes in taking care of her staff.

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 decision-making Material pertinent to this discussion is found on pages 77-78.

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 Material pertinent to this discussion is found on pages 78-79. There are enough differences in Canadian and American values to suggest that workplaces in the two countries will be look and operate a bit differently. Canadians may be more suited to the teams that many organizations are creating, more willing to work together than be individual stars. They may follow the directives of their managers more, even as the learning organization suggests that both employees and managers need to take more responsibility to learn and share information. An awareness of these values may provide understanding of some of the differences observed in Canadian and American businesses.

Canada, the US and Mexico 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 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 Material pertinent to this discussion is found on pages 78-80. Mexico has a higher power distance than either Canada or the United States. However, while the Mexican managerial style is characterized as autocratic and paternalistic, managers do not rely exclusively on these traits. Other differences: 1) While Mexican workers defer more to their managers, they are less likely than Canadians or Americans to tolerate abrasiveness and insensitivity by their managers. 2) Mexicans may be the most suited to teams, and much less likely to try to stand out individually. 3) They are likely to defer to their managers more, but they also expect more respect from their managers.

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) Material pertinent to this discussion is found on pages 80. Guanxi refers to the establishment of a connection between two independent individuals to enable a bilateral flow of personal or social transactions where both parties benefit. 1) Based on reciprocal interests rather than self-interests 2) meant to be long-term and enduring, rather than just yielding immediate gains 3) relies less on institutional law, and more on personal power and authority, than Western relationships. 4) governed more by the notion of shame (that is, external pressures on performance), while Western relations often rely on guilt (that is, internal pressures on performance) to maintain agreements. Guanxi is seen as extremely important for business success in China

Attitudes Positive or negative feelings concerning objects, people, or events. Less stable than values Material pertinent to this discussion is found on pages 82. Attitudes are evaluative statements, either favourable or unfavourable, concerning objects, people, or events. They are not the same as values but are more specific although closely related. If a faculty member says, “I like teaching,” he or she is expressing an attitude about his or her work.

Types of Attitudes Job Involvement Organizational Commitment . . . 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. Material pertinent to this discussion is found on pages 83-85. In OB the focus is on a limited number of job-related attitudes. The three major ones are: Job Involvement (the degree to which a person identifies with the job); Organizational Commitment (the degree to which an individual identifies with an organization); and Job Satisfaction ( a general positive or negative attitude toward a job).

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.” Material pertinent to this discussion is found on pages 84.

Job Satisfaction and Employee Performance Satisfaction Affects Individual Productivity Organizational Productivity Absenteeism Turnover Organizational Citizenship Behaviour Material pertinent to this discussion is found on pages 84-85. Individual Productivity: The evidence suggests that the link between an individual’s job satisfaction and their productivity is slightly positive. Organizational Productivity: The link between satisfaction and productivity is much stronger when we look not at individuals, but the organization as a whole. Absenteeism and Turnover: We find a consistent negative relationship between satisfaction and absenteeism, but the correlation is moderate—usually less than +0.40. Organizational citizenship behaviour (OCB): When employees feel that their employer is behaving fairly, they are more satisfied, and will then engage in OCB

Expressing Dissatisfaction Exit Voice Loyalty Neglect Material pertinent to this discussion is found on pages 85-86. • Exit. Behaviour directed toward leaving the organization, including both looking for a new position and resigning. • Voice. Actively and constructively trying to improve conditions, including suggesting improvements, discussing problems with superiors, and some forms of union activity. • Loyalty. Passively but optimistically waiting for conditions to improve, including speaking up for the organization in the face of external criticism and trusting the organization and its management to do the right thing. • Neglect. Passively allowing conditions to worsen, including chronic absenteeism or lateness, reduced effort, and increased error rate.  

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. Material pertinent to this discussion is found on pages 86.

OB at Work

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? Material pertinent to this is found on pages 87.

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. Material pertinent to this is found on pages 87.

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? Material pertinent to this is found on pages 87.

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? Material pertinent to this is found on pages 90.

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? Material pertinent to this is found on pages 90. Use this slide to organize the students to complete the exercise. Remind them to refer to Exhibit 3-2 on page 85 to understand differences. Assign students to explore some of the following: China, Indonesia, Mexico, Russia, US