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CHAPTER 3
Values, Attitudes, and Diversity in the Workplace
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Values
Values: 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
Concepts or beliefs that guide how we make decisions about and evaluations of behaviours and events.
Types 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.
Lo1; Material pertinent to this discussion is found under “Values.”
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Moral Principles
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.
Lo1; Material pertinent to this discussion is found under “Values.”
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4. Values in the Canadian Workplace Generational & Cultural 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
Millennials (born between 1979 and 1994)
High expectations; seek meaning in their work
Tend to be questioning, electronically networked and entrepreneurial
Socially responsible
2011 Census findings on newcomers
20.6 percent of Canadian population is foreign born vs percent for USA
46 percent of Toronto’s population
40 percent of Vancouver’s population
22.6 percent of Montreal’s population
2011 Census findings on language
20 percent spoke neither English nor French as their first language. Of these:
Largest majority spoke Punjabi, Chinese (not specified) Cantonese, and Spanish
LO3; Material pertinent to this discussion is found under “Values in the Canadian Workplace.” Note: This is an introductory slide to the two general values differences. Slides to follow provide speaking notes for both Generational Differences and Cultural Differences. 4

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Attitudes
Attitudes are positive or negative feelings concerning objects, people, or events. They reflect how we feel about something. More importantly, attitudes can affect job behavior
An attitude is made up of 3 components:
Cognitive component – the opinion or belief segment of an attitude Affective component – the emotional or feeling segment of an attitude Behavioural component – an intention to behave in a certain way toward someone or something
LO4; Material pertinent to this discussion is found under “Attitudes.”
Attitudes are evaluative statements, either positive or negative, concerning objects, people, or events.
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Types of Attitudes
The four important attitudes that affect organizational performance:
Job Satisfaction An individual’s positive feeling about a job resulting from an evaluation of its characteristics.
Organizational Commitment
Job Involvement
Perceived Organizational Support
Employee Engagement
LO5-LO8; Material pertinent to this discussion is found under “Attitudes.” This is an introductory slide to introduce the general types of Attitudes coming in future slides.
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
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Job Satisfaction
A strong correlation between how well people enjoy the social context of their workplace and how satisfied they are overall. Key aspects of the social context of work: Interdependence
Feedback, Social support, and Interaction with co-workers outside the workplace.
Key sources of Job Satisfaction: the work itself, salary 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.
Job Satisfaction affects:
Individual productivity
Organizational productivity
Organizational citizenship behaviour
Customer satisfaction
Absenteeism and Turnover
LO6; Material pertinent to this discussion is found under “Attitudes.”
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8. How Employees Can Express Dissatisfaction
Exit
Voice
Loyalty
Neglect
LO8; 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 8

9. 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.
LO*; Material pertinent to this discussion is found under “Attitudes.”
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Types of Attitudes
Organizational Commitment A state in which an employee identifies with a particular organization and its goals, and wishes to remain a member of the organization.
Three Types
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.
LO8; 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).
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Types of Attitudes
Job Involvement
Measures the degree to which people identifies with a job, actively participates in it, and considers performance 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.
Perceived Organizational Support
Degree to which employees believe the organization values their contributions and care about their well-bring.
Employees perceive their organization as supportive when:
rewards are deemed fair
when employees have voice in decisions
when employees view their supervisors as
LO8; Material pertinent to this discussion is found under “Attitudes.”
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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.
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
LO8; Material pertinent to this discussion is found under “Attitudes.”
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13. Managing Diversity in the Workplace
Organizations increasingly face diversity concerns as workplaces become more heterogeneous.
Most obvious are biographical characteristics such as age, gender, race, disability, and length of service
Other differences include religion, sexual orientation, and gender identity
Diversity in ability
Protected groups – women, people with disabilities, Aboriginal people, and visible minorities
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
LO9; Material pertinent to this discussion is found under “Managing Diversity in the Workplace.”
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Summary
Values represent basic convictions about what is important, right and good.
2. Attitudes tend to predict behaviours
3. Job satisfaction leads to better performance.
Material pertinent to this discussion is found at the end of the chapter.
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OB at Work: For Review
What are the three components of an attitude?
Are these components related or unrelated?
What are the key attitudes that affect organizational performance?
In what ways are these attitudes alike?
What is unique about each?
How does ethics relate to values?
What causes job satisfaction? For most people, is pay or the work itself more important?
What outcomes does job satisfaction influence?
What implications do the consequences of job satisfaction have for management?
What are the four employee responses to job dissatisfaction?
How do organizations manage diversity effectively?
Material pertinent to this discussion is found at the end of the chapter.
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16. OB at Work: For Managers
■ Pay attention to your employees’ job satisfaction levels as determinants of their performance, turnover, absenteeism, and withdrawal behaviours.
■ Measure employee job attitudes objectively and at regular intervals in order to determine how employees are reacting to their work.
■ To raise an employee’s job satisfaction, evaluate the fit between the employee’s work interests and the intrinsic parts of his/her job to create work that is challenging and interesting to the employee.
■ Consider the fact that high pay alone is unlikely to create a satisfying work environment.
Material pertinent to this discussion is found at the end of the chapter.
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17. OB at Work: For Managers
■ Understand your organization’s anti-discrimination policies thoroughly and share them with your employees.
■ Look beyond readily observable biographical characteristics and consider the individual’s capabilities before making management decisions.
■ Fully evaluate what accommodations a person with disabilities will need and then fine-tune a job to that person’s abilities.
■ Seek to understand and respect the unique biographical characteristics of your employees; a fair but individual-oriented approach yields the best performance.
Material pertinent to this discussion is found at the end of the chapter.
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