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Organizational Behaviour: Concepts, Controversies, Applications

Eighth Canadian Edition

Chapter 3

Values, Attitudes, and Diversity in the Workplace

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Chapter Outline (1 of 2)

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

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Material pertinent to this discussion is found under “Snapshot Summary” at the end of the chapter.

Chapter Outline (2 of 2)

Attitudes

Job Satisfaction

Organizational Commitment

Job Involvement

Perceived Organizational Support

Employee Engagement

Managing Diversity in the Workplace

Effective Diversity Programs

Cultural Intelligence

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Material pertinent to this discussion is found under “Snapshot Summary” at the end of the chapter.

Learning Outcomes (1 of 2)

Contrast Rokeach’s terminal and instrumental values.

Describe Hofstede’s value dimensions for assessing cultures.

Identify unique Canadian values.

Understand the three components of an attitude.

Describe key attitudes that affect organizational performance.

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

Learning Outcomes (2 of 2)

Summarize the main causes of job satisfaction.

Identify the main consequences of job satisfaction.

Identify four employee responses to job dissatisfaction.

Describe how organizations can manage diversity effectively.

Identify the benefits of cultural intelligence.

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

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.

Two frameworks for understanding values

Milton Rokeach’s Value Survey (RVS)

Kent Hodgson’s general moral principles

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LO1; Material pertinent to this discussion is found under “Values.”

Rokeach Value Survey

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.

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LO1; Material pertinent to this discussion is found under “Values.”

Hodgson’s General 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

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LO1; Material pertinent to this discussion is found under “Values.”

Hofstede’s Framework for Assessing Culture (1 of 2)

Power distance

Individualism vs. collectivism

Masculinity vs. femininity

Uncertainty avoidance

Long-term vs. short-term orientation

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LO2; Material pertinent to this discussion is found under “Assessing Cultural Values.”

Hofstede’s Framework for Assessing Culture (2 of 2)

Recently, Hofstede has added a sixth dimension:

Indulgence vs. restraint

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LO2; Material pertinent to this discussion is found under “Assessing Cultural Values.”

Hofstede’s Cultural Values by Nation (1 of 3)

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LO2; Material pertinent to this discussion is found under “Assessing Cultural Values.”

Hofstede’s Cultural Values by Nation (2 of 3)

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LO2; Material pertinent to this discussion is found under “Assessing Cultural Values.”

Hofstede’s Cultural Values by Nation (3 of 3)

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LO2; Material pertinent to this discussion is found under “Assessing Cultural Values.”

The GLOBE Framework for Assessing Cultures (1 of 2)

Global Leadership and Organizational Behaviour Effectiveness (GLOBE) research program identified nine dimensions on which national cultures differ.

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LO2; Material pertinent to this discussion is found under “Values in the Canadian Workplace.”

The GLOBE Framework for Assessing Cultures (2 of 2)

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

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LO2; Material pertinent to this discussion is found under “Values in the Canadian Workplace.”

Values in the Canadian Workplace

Generational Differences

Cultural Differences

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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.

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

Millennials (born between 1979 and 1994)

High expectations; seek meaning in their work

Tend to be questioning, electronically networked and entrepreneurial

Socially responsible

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LO3; 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 the ends can justify the 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.

Millennials (Generation Y) - The most recent entrants to the workforce, Millenials grew up during prosperous times. They have high expectations and seek meaning in their work. Millennials have life goals more oriented toward becoming rich (81 percent) and famous (51 percent) than do Gen-Xers (62 percent and 29 percent, respectively), but they also see themselves as socially responsible. Millennials 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 Millennials as entitled and needy. They largely grew up with parents who watched (and praised) their every move.

Cultural Differences

2011 Census findings on newcomers

20.6 percent of Canadian population is foreign born vs. 12.9 percent for the US

Immigrants make up

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 speak neither English nor French as their first language. Of these:

Largest majority spoke Punjabi, Chinese (not specified) Cantonese, and Spanish

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LO3; Material pertinent to this discussion is found under “Values in the Canadian Workplace.”

Canada is a multicultural country. One in five Canadians was born in a foreign country.

Attitudes

Positive or negative feelings concerning objects, people, or events.

Reflect how we feel about something.

Attitudes can affect job behaviour

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LO4; Material pertinent to this discussion is found under “Attitudes.”

Attitudes are evaluative statements, either positive or negative, concerning objects, people, or events.

Components of an Attitude

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

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LO4; Material pertinent to this discussion is found under “Attitudes.”

The Components of an Attitude

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LO4; Material pertinent to this discussion is found under “Attitudes.”

Types of Attitudes (1 of 6)

The four important attitudes that affect organizational performance:

Job Satisfaction

Organizational Commitment

Job Involvement

Perceived Organizational Support

Employee Engagement

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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 are job satisfaction, organizational commitment, job involvement, and employee engagement.

Types of Attitudes (2 of 6)

Job Satisfaction

An individual’s positive feeling about a job resulting from an evaluation of its characteristics

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LO5; Material pertinent to this discussion is found under “Attitudes.”

Job Satisfaction (a positive feeling about a job resulting from an evaluation of its characteristics)

Canadian Job Satisfaction

In 2011, a survey 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

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LO5; Material pertinent to this discussion is found under “Attitudes.”

What Causes Job Satisfaction? (1 of 2)

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

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LO6; Material pertinent to this discussion is found under “Attitudes.”

What Causes Job Satisfaction? (2 of 2)

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 a 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.

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LO6; Material pertinent to this discussion is found under “Attitudes.”

Consequences of Job Satisfaction

Job satisfaction affects

Individual productivity

Organizational productivity

Organizational citizenship behaviour (OCB)

Customer satisfaction

Absenteeism and turnover

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LO7; 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.

Job Satisfaction and Productivity

Job satisfaction affects both individual and organizational productivity

Happy workers are more likely to be productive workers

Generalizable across international contexts

Organizational results also show that organizations with more satisfied employees tend to be more effective

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LO7; Material pertinent to this discussion is found under “Attitudes.”

Job Satisfaction and OCB

OCBs are discretionary behaviours that are not part of an employee’s formal job requirements

Job satisfaction is a major determinant of an employee’s OCBs, due to:

Fairness perceptions

Good mood

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LO7; Material pertinent to this discussion is found under “Attitudes.”

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

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LO7; Material pertinent to this discussion is found under “Attitudes.”

Job Satisfaction and Absenteeism and Turnover

The relationship between job satisfaction and turnover is stronger than between satisfaction and absenteeism

Satisfaction-absenteeism relationship – You can find work satisfying yet still want to enjoy a three-day weekend

Satisfaction-turnover relationship – Also affected by an employee’s alternative job prospects, high human capital investment, and their embeddedness in their jobs and communities

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LO7; Material pertinent to this discussion is found under “Attitudes.”

How Employees Can Express Dissatisfaction

Exit

Voice

Loyalty

Neglect

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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

Figure 3-6 Responses to Job Dissatisfaction

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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

Types of Attitudes (3 of 6)

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.

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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).

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.

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LO8; 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.

Types of Attitudes (4 of 6)

Job Involvement

Measures the degree to which people identify with a job, actively participate in it, and consider 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.

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LO8; Material pertinent to this discussion is found under “Attitudes.”

Types of Attitudes (5 of 6)

Perceived Organizational Support

Degree to which employees believe the organization values their contributions and care about their well-being.

Employees perceive their organization as supportive when:

rewards are deemed fair

employees have voice in decisions

employees view their supervisors as supportive

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LO8; Material pertinent to this discussion is found under “Attitudes.”

Types of Attitudes (6 of 6)

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.

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LO8; Material pertinent to this discussion is found under “Attitudes.”

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

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LO8; Material pertinent to this discussion is found under “Attitudes.”

Managing Diversity in the Workplace (1 of 3)

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

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LO9; Material pertinent to this discussion is found under “Managing Diversity in the Workplace.”

Managing Diversity in the Workplace (2 of 3)

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

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LO9; Material pertinent to this discussion is found under “Managing Diversity in the Workplace.”

Managing Diversity in the Workplace (3 of 3)

Cultural Intelligence (CQ)

The ability to understand someone’s unfamiliar and ambiguous gestures in the same way as would people from his or her culture

Particularly helpful to expatriates on international assignment, due to being able to be confident about and interested in being in new cultural environments

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LO10; Material pertinent to this discussion is found under “Managing Diversity in the Workplace.”

Cultural Intelligence Profiles

According to Earley and Mosakowski, most managers fall into the following cultural intelligence profiles:

Provincial

Analyst

Natural

Ambassador

Mimic

Chameleon

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LO10; Material pertinent to this discussion is found under “Managing Diversity in the Workplace.”

Measuring Your Cultural Intelligence

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LO10; Material pertinent to this discussion is found under “Managing Diversity in the Workplace.”

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.

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LO10; Material pertinent to this discussion is found under “Global Implications.”

Summary

Values represent basic convictions about what is important, right, and good.

Attitudes tend to predict behaviours.

Job satisfaction leads to better performance.

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

OB at Work: For Review (1 of 2)

What is the difference between Rokeach’s terminal and instrumental values?

What are Hofstede’s five value dimensions for assessing cultures?

What values are unique to Canadian culture?

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?

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

OB at Work: For Review (2 of 2)

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?

What are the benefits of cultural intelligence?

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

OB at Work: For Managers (1 of 2)

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.

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

OB at Work: For Managers (2 of 2)

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.

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

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.

Identify the extent to which values overlap in your group.

Try to uncover with your group members the source of some of your key values (e.g., parents, peer group, teachers, church).

What kind of workplace would be most suitable for the values that you hold most closely?

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