Values, Attitudes, and Their Effects in the Workplace Chapter 3 Values, Attitudes, and Their Effects in the Workplace Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-1 Copyright © 2007 Pearson Education Canada

Chapter Outline Values Assessing Cultural Values Values in the Canadian Workplace Attitudes Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-2 Copyright © 2007 Pearson Education Canada

Values, Attitudes, and Their Effects in the Workplace What are values? How can we understand values across cultures? Are there unique Canadian values? What are attitudes and why are they important? Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-3 Copyright © 2007 Pearson Education Canada

Values Values Framework for understanding values Concepts or beliefs that guide how we make decisions about and evaluations of behaviours and events Framework for understanding values Milton Rokeach’s value survey Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-4 Copyright © 2007 Pearson Education Canada

Rokeach Value Survey 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. Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-5 Copyright © 2007 Pearson Education Canada

Exhibit 3-1 Terminal and Instrumental Values in Rokeach Value Survey Source: M. Rokeach, The Nature of Human Values (New York: Free Press, 1973), p. 56. Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-6 Copyright © 2007 Pearson Education Canada

Exhibit 3-2 Value Ranking of Executives, Union Members, and Activists (Top Five Only) Source: Based on W. C. Frederick and J. Weber, “The Values of Corporate Managers and Their Critics: An Empirical Description and Normative Implications,” in Business Ethics: Research Issues and Empirical Studies, ed. W. C. Frederick and L. E. Preston (Greenwich, CT: JAI Press, 1990), pp. 123-144. Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-7 Copyright © 2007 Pearson Education Canada

Ethical Values Ethics The study of moral values or principles that guide our behaviour, and inform us whether actions are right or wrong. Ethical values are related to moral judgments about right and wrong. Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-8 Copyright © 2007 Pearson Education Canada

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 Source: K. Hodgson, “Adapting Ethical Decisions to a Global Marketplace,” Management Review 81, no.5 (May 1992), pp.53-57. Reprinted by permission. Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-9 Copyright © 2007 Pearson Education Canada

Assessing Cultural Values GLOBE Dimensions Assertiveness Future orientation Gender differentiation Uncertainty avoidance Power distance Individualism versus collectivism In-group collectivism Performance orientation Humane orientation Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-10 Copyright © 2007 Pearson Education Canada

Exhibit 3-3 GLOBE Highlights Source: M. Javidan and R. J. House, “Cultural Acumen for the Global Manager: Lessons from Project GLOBE,” Organizational Dynamics, Spring 2001, pp. 289-305. Reprinted with permission from Elsevier. Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-11 Copyright © 2007 Pearson Education Canada

Values in the Canadian Workplace Cultural Differences Generational Differences Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-12 Copyright © 2007 Pearson Education Canada

Cultural Differences 2001 immigrant population 44 percent of Toronto’s population 38 percent of Vancouver’s 18.6 percent of Montreal’s 2001 Census findings on language 17 percent spoke neither English nor French. Of these: Largest majority spoke Chinese (either Mandarin or Cantonese) Followed by Italian, German, Punjabi, and Spanish Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-13 Copyright © 2007 Pearson Education Canada

Exhibit 3-4 Canadian and American Value Differences Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-14 Copyright © 2007 Pearson Education Canada

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 Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-15 Copyright © 2007 Pearson Education Canada

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. Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-16 Copyright © 2007 Pearson Education Canada

Asian Values North America East and Southeast Asia 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) Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-17 Copyright © 2007 Pearson Education Canada

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. Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-18 Copyright © 2007 Pearson Education Canada

Generational Differences 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. Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-19 Copyright © 2007 Pearson Education Canada

Attitudes Positive or negative feelings concerning objects, people, or events. Attitudes are less stable than values. Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-20 Copyright © 2007 Pearson Education Canada

Types of Attitudes Job Satisfaction Organizational Commitment 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. Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-21 Copyright © 2007 Pearson Education Canada

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. Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-22 Copyright © 2007 Pearson Education Canada

Job Satisfaction and Individual Performance Satisfaction affects: Individual productivity Organizational productivity Organizational citizenship behaviour Job satisfaction and customer satisfaction Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-23 Copyright © 2007 Pearson Education Canada

How Employees Can Express Dissatisfaction Exit Voice Loyalty Neglect Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-24 Copyright © 2007 Pearson Education Canada

Exhibit 3-5 Responses to Job Dissatisfaction 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. Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-25 Copyright © 2007 Pearson Education Canada

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. Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-26 Copyright © 2007 Pearson Education Canada

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. Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-27 Copyright © 2007 Pearson Education Canada

Summary and Implications What are Values? Values guide how we make decisions about and evaluations of behaviours and events. How can we understand values across cultures? 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? Canadian values are affected by both generational and cultural factors. Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-28 Copyright © 2007 Pearson Education Canada

Summary and Implications What are attitudes and why are they important? Attitudes are positive or negative feelings about objects, people, or events. They affect the way people respond to situations. Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-29 Copyright © 2007 Pearson Education Canada

OB at Work Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-30 Copyright © 2007 Pearson Education Canada

For Review 1. Describe the GLOBE project’s nine dimensions of national culture. 2. Compare Aboriginal and non-Aboriginal values. 3. How might differences in generational values affect the workplace? 4. What might explain low levels of employee job satisfaction in recent years. 5. Are satisfied workers productive workers? Explain your answer. Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-31 Copyright © 2007 Pearson Education Canada

For Review Continued 6. What is the relationship between job satisfaction and absenteeism? Job satisfaction and turnover? Which is the stronger relationship? 7. Contrast exit, voice, loyalty, and neglect as employee responses to job satisfaction. Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-32 Copyright © 2007 Pearson Education Canada

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. Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-33 Copyright © 2007 Pearson Education Canada

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 “yes.” What, if anything, do you think this implies about employee job satisfaction? Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-34 Copyright © 2007 Pearson Education Canada

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? Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-35 Copyright © 2007 Pearson Education Canada

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. (Refer to exhibit 3-3) a) What challenges will you face working together? b) What steps could be taken to work together more effectively? Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 3-36 Copyright © 2007 Pearson Education Canada