1. Chapter 3: Values, Attitudes and Their Effects in the Workplace
Instructors:
Cathy Aspen
Yajuan (Amy) Du
Sanghwa Kim
Don Sun
MOB Dynamics: MNGT 2030E
23 September 2004

2. Today we will discuss: Values A framework for Assessing Cultural Value
Canadian Social values
Implications for Cultural Differences for OB
Attitudes
The Attitude of Job Satisfaction
Attitudes and Consistency
Attitudes and Workforce Diversity

3. Values Defined as: Fundamental standards of desirability by which we
choose between alternatives, assumptions about the
nature of reality
Values are:
1.Learned early, continue to develop
2.Drive choices and behavior
3.Differ based on culture and environment

4. Values – Value System Defined as:
A hierarchy based on a ranking of an individual’s
value in terms of their intensity.
There are two types of personal values:
TERMINAL
  INSTRUMENTAL
Comfortable life
Ambitious
Exciting life
Capable
World at peace
Cheerful
World of beauty
Clean
Equality
Courageous
Family security
Forgiving
Etc…

5. A Framework for Assessing Cultural Values
5 Value Dimensions of National Culture:
1. power distance
2. individualism and collectivism
3. quantity of life and quality of life
4. uncertainty avoidance
5. long-term and short term orientation

6. 5 Value Dimensions of National Culture
Power distance: China, Canada, United States
Quantity of life: Canada, China, Russia
Individualism: Canada, Japan, Korea
Collectivism: Japan, Korea, Canada
Uncertainty avoidance: China, Canada, Mexico
Long-term orientation: China, Japan, Canada
Internal: Canada United States
External: Japan, China

7. Values
Managers
Value: sense of accomplishment, self-respect, a comfortable life, power & independence more than others
Highest instrumental value: ambition
Highest terminal value: accomplishment
Tend to be achievement-oriented

8. Values Learning style:
An individual’s inclination to perceive, interpret and respond to information in a certain way
Two key dimensions: 1. manner in which you gather information 2. way in which you evaluate and act on information

9. Values Learning styles – Kolb
Concrete experience – learn through personal involvement
Reflective observation – seek meaning through study
Abstract conceptualization – build theories using logic, ideas and concepts
Active experimentation – change situations and influence others to see what happens

10. Canadian Social Values
4 Broad Age Groups:
1. The Elders – over 60
2. The Boomers – born between mid-40s & mid-60s
3. Generation X – born between mid-60s to early 80s
4. The Ne(x)t Generation – born between & 1997

11. Canadian Social Values
The Elders
Core Values: believe in order, authority, discipline, the Juedo-Christian moral code & the Golden Rule
“Playing by the Rules”
80% of elders

12. Canadian Social Values
The Boomers
4 Categories
1. Autonomous Rebels
2. Anxious Communitarians
3. Connected Enthusiasts
4. Disengaged Darwinists
3 of the 4 groups fit in the stereotypes

13. Canadian Social Values
Generation X
5 Categories that share the same common values
1. Thrill-Seeking Materialists
2. Aimless Dependants
3. Social Hedonists 4. New Aquarians 5. Autonomous Post-Materialists

14. Canadian Social Values
The Ne(x)t Generation
Also know as the Net Generation
Curious, Contrarian, flexible, collaborative & have high self esteem

15. The Application of Canadian Values in the Workplace
Understanding the value structure helps to manage better & relate to other generations
The Elders: “Boss-knows-Best”
The Boomers: Workaholics
Generation X: Want more experience
The Net Generation: Communication & Information

16. The Application of Canadian Values in the Workplace
Organization can mould the workplace
Alignment of an individual and an organization values

17. The Application of Canadian Values in the Workplace
3 Broad Cultural Groups
Francophone
Anglophone
Aboriginal

18. Canadian Cultural Groups
Francophone
Collective; Achievement
Managers: Affiliation & extrinsic
Anglophone
Individualist; Risks
Managers: autonomy & intrinsic
Similar type of theories

19. Canadian Cultural Groups
Canadian Aboriginal
Aboriginal values
Non-Aboriginals vs. Aboriginals

20. Canadian Values and the Values of NAFTA Partners
United States
Big business
Different values than Canadians
American are comfortable with the unknown where as Canadians are shy
No safety nets

21. Canadian Values and the Values of NAFTA Partners
Mexico
Different managerial style
Employee expect more respect from managers
Teamwork
Quantity of life

22. Social Values of other Business Partners
East and Southeast Asian Values
Guanxi:
“The establishment of a connection between two independent individuals to enable a bilateral flow of personal or social transactions. Both parties must derive benefits from the transactions to ensure such a relationship.”

23. Implications of Cultural Differences for OB
Values and Workforce Diversity
Regarding the employment diversity as a part of annual report and employee information packets.
When companies design & publicize statements about importance of diversity, are producing value statements.
Hope to change attitudes of members because values are harder to be changed
Focus on attitudes in the workplace and toward diversity.

24. Attitudes
Defined as:
Positive or negative feelings concerning objects, people, or events
Are responses to situations.
Attitudes and values are different but interrelated.
Attitudes affect job behavior
Employees maybe negatively affected by the attitudes of co-workers or clients.

25. Attitudes Types of Attitudes Job Involvement Organizational commitment
Job satisfaction

26. Types of Attitudes Job Involvement Defined as:
The degree to which people identify with their jobs, actively participate in them, and consider their performance important to self- worth.
High levels of job involvement are related to fewer absences and lower turnover rates.
High job involvement: identifying with the specific job

27. Types of Attitudes Organizational commitment Defined as:
The degree to which an employee identifies with a particular organization and its goals, and wishes to maintain membership in the organization.
High Organizational Commitment means identifying with the employing organization.

28. Types of Attitudes
3 types of commitment: 1. Affective commitment: individual’s relationship to the organization 2.      Continuance commitment: the perceived cost of leaving 3.      Normative commitment: the obligation an individual feels to staying

29. Types of Attitudes 5 reasons for employee commitment:
1. Are proud of aspirations, accomplishments, & legacy; share values. 2.       Know expectations, performance measures & why it matters.
3.      In control of own destinies; savor high-risk, high-reward work. 4. Recognized for quality of performance Have fun & enjoy the supportive interactive environment

30. Types of Attitudes Organizational citizenship behavior (OCB)
Defined as:
Discretionary behavior that is not part of an employee’s formal job requirements, but that nevertheless promotes the effective functioning of the organization.

31. The Attitude of Job Satisfaction
Defined as:
An individual’s general attitude toward his or her job.
Job Satisfaction and its affect on 5 areas:
Individual productivity
Organizational productivity
Absenteeism
Turnover
Organizational citizenship behavior

32. The Attitude of Job Satisfaction
Satisfaction and individual productivity:
relation between the two is slightly positive
productivity affected by internal and external factors
link dependant on level of external constraint
- operator of machine and productivity depend on
machine not satisfaction.
higher correlation with professionals, white collar
workers and managers
studies show production level actually influences
satisfaction

33. The Attitude of Job Satisfaction
Satisfaction and organization productivity:
relation between the two is much stronger here
more satisfied employees = more productive org.
hasn’t received strong support
-many studies focus on individuals not organizations
-doesn’t account for workplace complexities

34. The Attitude of Job Satisfaction
Satisfaction and absenteeism:
relation between the two is negative
ie. Less satisfaction leads to absenteeism
many factors that affect absenteeism
Satisfaction and turnover:
relationship between the two is negative
strong relationship
consider external factors
must consider employees predisposition to life

35. The Attitude of Job Satisfaction
Satisfaction and OCB
previous views have linked satisfaction with OCB
recent studies show that this relation occurs
through fairness
if an employee feels they are being treated
unfairly then job satisfaction is negative.
fairly, then trust is built, thus job satisfaction
increases and then OCR increases

36. Attitudes and Consistency
people seek consistency between attitudes and behaviors
- if these don’t match, individuals reconcile
attitudes and behaviors to match each other.
- ensure that attitudes and behaviors are rational
fix by altering attitude or behaviors or by finding an excuse
to justify it.

37. Attitudes and Consistency
Cognitive dissonance:
Any incompatibility between two or more attitudes or between behaviors and attitudes.
any form of inconsistency is felt as discomfort.
individuals work to reduce dissonance and hence discomfort

38. Attitudes and Workforce Diversity
a more diverse workforce is a reality organizations
must face.
- age
- gender
- nationality
is a managers concern to monitor attitudes and behavior
toward minorities especially after significant events that
influence perceptions
organizations was to change employee attitudes to a more
diversity oriented
can’t force change in belief but you can influence behavior

39. Open Discussion Do your values affect your attitudes?
How has the change in values changed the workplace?
Which are more important to you, your values or your attitude?