1. 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
Copyright © 2007 Pearson Education Canada

2. 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
Copyright © 2007 Pearson Education Canada

3. 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
Copyright © 2007 Pearson Education Canada

4. 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
Copyright © 2007 Pearson Education Canada

5. 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
Copyright © 2007 Pearson Education Canada

6. 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
Copyright © 2007 Pearson Education Canada

7. 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
Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

8. 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
Copyright © 2007 Pearson Education Canada

9. 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 Reprinted by permission.
Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

10. 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
Copyright © 2007 Pearson Education Canada

11. 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 Reprinted with permission from Elsevier.
Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

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

13. 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
Copyright © 2007 Pearson Education Canada

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

15. 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
Copyright © 2007 Pearson Education Canada

16. 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
Copyright © 2007 Pearson Education Canada

17. 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
Copyright © 2007 Pearson Education Canada

18. 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
Copyright © 2007 Pearson Education Canada

19. 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
Copyright © 2007 Pearson Education Canada

20. 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
Copyright © 2007 Pearson Education Canada

21. 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
Copyright © 2007 Pearson Education Canada

22. 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
Copyright © 2007 Pearson Education Canada

23. 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
Copyright © 2007 Pearson Education Canada

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

25. 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 All rights reserved.
Chapter 3, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

26. 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
Copyright © 2007 Pearson Education Canada

27. 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
Copyright © 2007 Pearson Education Canada

28. 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
Copyright © 2007 Pearson Education Canada

29. 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
Copyright © 2007 Pearson Education Canada

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

31. 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
Copyright © 2007 Pearson Education Canada

32. 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
Copyright © 2007 Pearson Education Canada

33. 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
Copyright © 2007 Pearson Education Canada

34. 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
Copyright © 2007 Pearson Education Canada

35. 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
Copyright © 2007 Pearson Education Canada

36. 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
Copyright © 2007 Pearson Education Canada