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

2. 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.

3. 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.

4. 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.

5. 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
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.

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

7. Canadian Values The Elders – over 50
The Boomers – born mid 1940’s to mid-1960’s
Generation X – born mid 1960’s to early 1980’s
The Ne(x)t Generation – born between

8. 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
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.

9. 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
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%).

10. 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
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.

11. 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
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.

12. 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

13. 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
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.

14. 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
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.

15. East and Southeast Asian Values
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)
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)
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

16. 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.

17. 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
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).

18. 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.

19. 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
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
Organizational citizenship behaviour (OCB): When employees feel that their employer is behaving fairly, they are more satisfied, and will then engage in OCB

20. Expressing Dissatisfaction
Exit
Voice
Loyalty
Neglect
Material pertinent to this discussion is found on pages
• 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.  

21. 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.