1. Values, Attitudes, and Diversity in the Workplace3
Values, Attitudes, and Diversity in the Workplace

2. Chapter Outline Values Rokeach Value Survey
Hodgson’s General Moral Principles
Assessing Cultural Values
Hofstede’s Framework for Assessing Cultures
The GLOBE Framework for Assessing Cultures
Values in the Canadian Workplace
Generational Differences
Cultural Differences
Material pertinent to this discussion is found under “Snapshot Summary” at the end of the chapter.

3. Chapter Outline Attitudes Job Satisfaction Organizational Commitment
Job Involvement
Employee Engagement
Managing Diversity in the Workplace
Effective Diversity Programs
Cultural Intelligence
Global Implications
Is Job Satisfaction a US Concept?
Are Employees in Western Cultures More Satisfied with Their Jobs?
Is Diversity Managed Differently across Cultures?
Material pertinent to this discussion is found under “Snapshot Summary” at the end of the chapter.

4. Learning Outcomes 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?
Material pertinent to this discussion is found at the beginning of the chapter.

5. Values Values Two frameworks for understanding 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
Material pertinent to this discussion is found under “Values.”

6. 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.
Material pertinent to this discussion is found under “Values.”

7. Exhibit 3-1 Value Ranking of Executives, Union Members, and Activists (Top Five Only)
Material pertinent to this discussion is found under “Values.”

8. 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.
Material pertinent to this discussion is found under “Values.”

9. The Magnificent Seven Principles
Kent Hodgson identified seven general moral principles that individuals should follow when making decisions about behaviour:
1. Dignity of human life
2. Autonomy
3. Honesty
4. Loyalty
5. Fairness
6. Humaneness
7. The common good
Material pertinent to this discussion is found under “Values.”
Management consultant Kent Hodgson has identified seven general moral principles that individuals should follow when making decisions about behaviour. He calls these “the Magnificent Seven” and suggests that they are universal values that managers should use to make principled, appropriate, and defensible decisions.

10. Hofstede’s Framework for Assessing Culture
Power Distance
Individualism vs. Collectivism
Masculinity vs. Femininity
Uncertainty Avoidance
Long Term vs. Short Term Orientation
Material pertinent to this discussion is found under “Assessing Cultural Values.”

11. Exhibit 3-2 Hofstede’s Cultural Values By Nation
Material pertinent to this discussion is found under “Assessing Cultural Values.”

12. Exhibit 3-2 Hofstede’s Cultural Values By Nation Cont’d

13. The GLOBE Framework for Assessing Cultures
Global Leadership and Organizational Behaviour Effectiveness (GLOBE) research program identified nine dimensions on which national cultures differ.
Material pertinent to this discussion is found under “Values in the Canadian Workplace.”

14. The GLOBE Framework for Assessing Cultures
Some GLOBE dimensions resemble Hofstede’s dimensions such as:
Power distance
Individualism /collectivism
Uncertainty avoidance
GLOBE framework added dimensions such as:
Humane orientation
Performance orientation
Material pertinent to this discussion is found under “Values in the Canadian Workplace.”

15. Values in the Canadian Workplace
Generational Differences
Cultural Differences
Material pertinent to this discussion is found under “Values in the Canadian Workplace.”

16. Generational Differences
Baby Boomers (born mid-1940s to mid-1960s)
Achievement and material success are very important
Sense of accomplishment and social recognition rank high with them
Pragmatists who believe ends can justify the means
Generation X (born mid-1960s to late 1970s)
Value flexibility, life options and achievement of job satisfaction
Family and relationships are very important
Less willing to make personal sacrifices for the sake of their employer than Boomers
Generation Y (born between 1979 and 1994)
High expectations; seek meaning in their work
Tend to be questioning, electronically networked and entrepreneurial
Socially responsible
Material pertinent to this discussion is found under “Values in the Canadian Workplace.”
Baby Boomers - (called Boomers for short) are a large cohort born after World War II. They brought with them a large measure of the “hippie ethic” and distrust of authority. But they placed a great deal of emphasis on achievement and material success. They work hard and want to enjoy the fruits of their labours. They are pragmatists who believe ends can justify means. Boomers see the organizations that employ them merely as vehicles for their careers. Terminal values such as a sense of accomplishment and social recognition rank high with them.
Generation X - The lives of Gen-Xers have been shaped by globalization, two-career parents, MTV, AIDS, and computers. They value flexibility, life options, and the achievement of job satisfaction. Family and relationships are very important to this cohort. Gen-Xers are skeptical, particularly of authority. They also enjoy team-oriented work. In search of balance in their lives, Gen-Xers are less willing to make personal sacrifices for the sake of their employer than previous generations were
Generation Y - The most recent entrants to the workforce, Generation Y grew up during prosperous times. They have high expectations and seek meaning in their work. Gen-Ys have life goals more oriented toward becoming rich (81 percent) and famous (51 percent) than do Generation Xers (62 percent and 29 percent, respectively), but they also see themselves as socially responsible. Gen-Ys are at ease with diversity and are the first generation to take technology for granted. More than other generations, they tend to be questioning, electronically networked, and entrepreneurial. At the same time, some have described Gen-Ys as entitled and needy. They grew up with parents who watched (and praised) their every move.

17. 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
Material pertinent to this discussion is found under “Values in the Canadian Workplace.”
Canada is a multicultural country. One in five Canadians are immigrants.

18. Exhibit 3-3 Differences between Canadian and American Young Adults, 18 to 34
Material pertinent to this discussion is found under “Values in the Canadian Workplace.”
There are enough differences in Canadian and American values to suggest that workplaces in the two countries will 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.

19. Francophone and Anglophone Values
Francophone Values
More collectivist or group-oriented
Concerned with interpersonal aspects of workplace
More cooperative approach during cross-cultural negotiations
More committed to their work organizations
Value affiliation
Anglophone Values
Individualist or I-centred
More task-centred
More cooperative negotiating style when dealing with one another
Value autonomy and more achievement-oriented
Material pertinent to this discussion is found under “Values in the Canadian Workplace.”
A number of studies have shown that English-speaking Canadians and French- speaking Canadians have distinctive value priorities. In general, Canadian anglophone managers are seen to be more individualistic than Canadian francophone managers although more recent research finds greater similarity between anglophone and francophone middle managers in terms of their individualistic-collectivistic orientation. Francophones have also been shown to be more concerned about the interpersonal aspects of the workplace than task competence. They have also been found to be more committed to their work organizations.43 Earlier studies suggested that anglophones took more risks, but more recent studies have found that this point has become less true and that French-speaking Canadians had the highest values for “reducing or avoiding ambiguity and uncertainty at work.”
A recent study conducted at the University of Ottawa and Laval University suggests that some of the differences reported in previous research may be decreasing. Another study suggests that anglophones and francophones are not very different personality-wise. Yet another study indicates that French Canadians have become more like English Canadians in valuing autonomy and self-fulfillment. These studies are consistent with a recent study that suggests there are few differences between francophones and anglophones.

20. Aboriginal Values More collectivist in orientation
More community-oriented
Greater sense of family in the workplace
Greater affiliation and loyalty
Power distance smaller than non-Aboriginal culture
Greater emphasis on consensual decision-making
Material pertinent to this discussion is found under “Values in the Canadian Workplace.”

21. Asian Values North America East & 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 & 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 under “Values in the Canadian Workplace.”

22. Attitudes
Positive or negative feelings concerning objects, people, or events.
Reflect how we feel about something.
Attitudes can affect job behaviour
Material pertinent to this discussion is found under “Attitudes.”
Attitudes are evaluative statements, either positive or negative, concerning objects, people, or events.

23. Types of Attitudes
The four important attitudes that affect organizational performance:
Job Satisfaction
Organizational Commitment
Job Involvement
Employee Engagement
Material pertinent to this discussion is found under “Attitudes.”
In OB the focus is on a limited number of job-related attitudes. The four important attitudes that affect organizational performance: job satisfaction, organizational commitment, job involvement, and employee engagement

24. Types of Attitudes Job Satisfaction
An individual’s positive feeling about a job resulting from an evaluation of its characteristics.
Material pertinent to this discussion is found under “Attitudes.”
Job Satisfaction (a positive feeling about a job resulting from an evaluation of its characteristics)

25. Canadian Job Satisfaction
In 2011, found that Canadians are not all that satisfied with their jobs
36 percent said they were thinking about leaving their employers
20 percent were ambivalent about staying or going
Material pertinent to this discussion is found under “Attitudes.”

26. What Causes Job Satisfaction?
Key sources of Job Satisfaction
Work itself, pay advancement opportunities, supervision, co-workers
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.
Material pertinent to this discussion is found under “Attitudes.”

27. What Causes Job Satisfaction?
A strong correspondence between how well people enjoy the social context of their workplace and how satisfied they are overall.
Interdependence
Feedback
Social support
Interaction with co-workers outside the workplace
Material pertinent to this discussion is found under “Attitudes.”

28. Job Satisfaction and Individual Performance
Satisfaction affects:
Individual productivity
Organizational productivity
Organizational citizenship behaviour
Job satisfaction and customer satisfaction
Material pertinent to this discussion is found under “Attitudes.”
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.
Organizational citizenship behaviour (OCB): When employees feel that their employer is behaving fairly, they are more satisfied, and will then engage in OCB.
Job satisfaction and customer satisfaction: Job satisfaction leads to better treatment of customers, which leads to greater customer satisfaction.

29. Job Satisfaction and Customer Service
Satisfied employees increase customer satisfaction and loyalty.
More likely to be:
Friendly
Upbeat
Responsive
Less prone to turnover
Customers receive experienced help and familiar faces
Material pertinent to this discussion is found under “Attitudes.”

30. Job Satisfaction and Absenteeism and Turnover
The relationship between job satisfaction and turnover is stronger than between satisfaction and absenteeism
You can find work satisfying yet still want to enjoy a three-day weekend
Material pertinent to this discussion is found under “Attitudes.”

31. How Employees Can Express Dissatisfaction
Exit
Voice
Loyalty
Neglect
Material pertinent to this discussion is found under “Attitudes.”
Exit: Expressed by actively attempting to leave the organization
Voice: Expressed by actively and constructively attempting to improve conditions
Loyalty: Expressed by passively waiting for conditions to improve
Neglect: Expressed by passively allowing conditions to worsen

32. Figure 3-4 How Employees Can Express Dissatisfaction
Material pertinent to this discussion is found under “Attitudes.”
Exit: Expressed by actively attempting to leave the organization
Voice: Expressed by actively and constructively attempting to improve conditions
Loyalty: Expressed by passively waiting for conditions to improve
Neglect: Expressed by passively allowing conditions to worsen

33. 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.
Material pertinent to this discussion is found under “Attitudes.”

34. Types of Attitudes Organizational Commitment
A state in which an employee identifies with a particular organization and its goals, and wishes to maintain membership in the organization.
Material pertinent to this discussion is found under “Attitudes.”
In OB the focus is on a limited number of job-related attitudes. The major ones are: Job Satisfaction (a general positive or negative attitude toward a job) and Organizational Commitment (the degree to which an individual identifies with an organization).

35. Organizational Commitment
Three Types of Commitment
Affective commitment
An individual’s emotional attachment to an organization and a belief in its values
Normative commitment
The obligation an individual feels to staying with an organization for moral or ethical reasons.
Continuance commitment
An individual’s perceived economic value of remaining with an organization.
Material pertinent to this discussion is found under “Attitudes.”
Professor John Meyer at the University of Western Ontario and his colleagues have identified and developed measures for three types of commitment.

36. 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.
Material pertinent to this discussion is found under “Attitudes.”

37. Types of Attitudes Job Involvement
Measures the degree to which people identify psychologically with their job and consider their perceived performance level important to self-worth
Psychological empowerment – employees’ beliefs in the degree to which they influence their work environment, their competence, the meaningfulness of their job and their perceived autonomy.
Material pertinent to this discussion is found under “Attitudes.”

38. Types of Attitudes 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.
Material pertinent to this discussion is found under “Attitudes.”

39. Employee Engagement
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
Material pertinent to this discussion is found under “Attitudes.”

40. Managing Diversity in the Workplace
Effective Diversity Programs include promoting:
legal framework for equal employment opportunity and encourage fair treatment of all people
how a diverse workforce will be better able to serve a diverse market of customers and clients
personal development practices that bring out the skills and abilities of all workers
Material pertinent to this discussion is found under “Managing Diversity in the Workplace.”

41. Practices Used by 45 of Canada’s Most Welcoming Places to Work
Material pertinent to this discussion is found under “Managing Diversity in the Workplace.”

42. Managing Diversity in the Workplace
Cultural Intelligence
The ability to understand someone’s unfamiliar and ambiguous gestures in the same way as would people from his or her culture.
Material pertinent to this discussion is found under “Managing Diversity in the Workplace.”

43. Cultural Intelligence Profiles
According to Earley and Masakowski most managers fall into the following cultural intelligence profiles:
Provincial
Analyst
Natural
Ambassador
Mimic
Chameleon
Material pertinent to this discussion is found under “Managing Diversity in the Workplace.”

44. Exhibit 3-6 Measuring Your Cultural Intelligence
Material pertinent to this discussion is found under “Managing Diversity in the Workplace.”

45. Global Implications Is Job Satisfaction a US concept?
Although most of the research on job satisfaction has been conducted in the US, evidence suggests people in other cultures can and do form judgments of job satisfaction.
Are Employees in Western Cultures More Satisfied with their Jobs?
Employees in Western cultures have higher levels of job satisfaction than those of Eastern cultures.
Is Diversity managed Differently across Cultures?
There are international differences in how diversity is managed.
Material pertinent to this discussion is found under “Global Implications.”

46. 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.
Material pertinent to this discussion is found at the end of the chapter.

47. 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.
How do we respond to diversity in the workplace?
Many organizations have introduced diversity training programs to improve cultural awareness.
How are concepts of job satisfaction and diversity understood in different cultures?
Similar factors contribute to job satisfaction across cultures. Types of demographic differences considered important for diversity management vary across countries.
Material pertinent to this discussion is found at the end of the chapter.

48. OB at Work: For Review 1. How does ethics relate to values?
2. Describe the five value dimensions of national culture proposed by Geert Hofstede.
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?
Material pertinent to this discussion is found at the end of the chapter.

49. OB at Work: For Review
6. Are satisfied workers productive workers? Explain your answer.
7. Contrast exit, voice, loyalty, and neglect as employee responses to job satisfaction.
8. What is the relationship between job satisfaction and organizational commitment? Job satisfaction and employee engagement? Which is the stronger relationship?
9. How can managers get employees to more readily accept working with colleagues who are different from themselves?
What is cultural intelligence? How do its three dimensions relate to understanding people from other cultures?
Material pertinent to this discussion is found at the end of the chapter.

50. OB at Work: For Critical Thinking
“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 Toronto Stock Exchange, the Canadian Union of Postal Workers (CUPW), and the City of Regina’s police department? Discuss.
Material pertinent to this discussion is found at the end of the chapter.

51. OB at Work: 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?
Material pertinent to this discussion is found at the end of the chapter.

52. What Do You Value?
Material pertinent to this discussion is found at the end of the chapter.

53. 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 discussion is found at the end of the chapter.