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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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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 Social media building up these alliances

Concepts or beliefs that guide how we make decisions about and evaluations of behaviours and events. Values guide our stories

Two frameworks for understanding values

Milton Rokeach’s Value Survey (RVS)

Global Leadership and Organizational Behaviour Effectiveness

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

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Prejudice

A largely fixed attitude, belief, or emotion held by an individual about another individual or group

based on faulty or unsubstantiated data

Involves inflexible generalizations that are resistant to change or evidence

Is self-oriented rather than other-oriented

Leaders face the challenge of dealing with their own prejudices and those of followers

Can be toward the leader or leader’s culture

Can face followers who represent culturally different groups, and they may have their own prejudices toward one another

All Canadians and skilled leaders needs to find ways to negotiate with followers from various cultural backgrounds

Northouse, Leadership 8e. © SAGE Publications, 2019.

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Culture Defined

Culture:

learned beliefs, values, rules, norms, symbols, and traditions that are common to a group of people

shared qualities of a group that make them unique

is the way of life, customs, and scripts of a group of people

Terms related to culture:

Multicultural--approach or system that takes more than one culture into account

Diversity--existence of different cultures or ethnicities within a group or organization

Northouse, Leadership 8e. © SAGE Publications, 2019.

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Ethnocentrism

The tendency for individuals to place their own group (ethnic, racial, or cultural) at the center of their observations of the world

Perception that one’s own culture is better or more natural than other cultures

Is a universal tendency, and each of us is ethnocentric to some degree

Ethnocentrism can be a major obstacle to effective leadership

Prevents people from understanding or respecting other cultures

Northouse, Leadership 8e. © SAGE Publications, 2019.

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Nine Cultural Dimensions

Uncertainty Avoidance

Extent to which a society, organization, or group relies on established social norms, rituals, and procedures to avoid uncertainty

For example, United States promotes entrepreneurship; Middle Eastern countries value careful business negotiations built on long-term trusted relationships

Check out https://uxdesign.cc/how-to-be-a-versatile-multicultural-competent-design-thinking-workshop-facilitator-c93ad1134146

Northouse, Leadership 8e. © SAGE Publications, 2019.

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Power Distance

Degree to which members of a group expect and agree that power should be shared unequally

Which power bases (legitimate, expert, etc.) are preferred in a culture

For example, India caste system where everyone has his/her “rightful place”

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Power Distance

Degree to which members of a group expect and agree that power should be shared unequally

Which power bases (legitimate, expert, etc.) are preferred in a culture

For example, India caste system where everyone has his/her “rightful place”

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Nine Cultural Dimensions

Institutional Collectivism

Degree to which an organization or society encourages institutional or societal collective action

For example, North Korean Supreme Leader Kim Jong-II, who uses military to oversee development of cultural values of collective effort and non-material incentives

In-Group Collectivism

Degree to which people express pride, loyalty, and cohesiveness in their organizations or families

For example, some Middle Eastern cultures regard family and religious affiliation above all else; honor killings of family members who have disgraced or defied the paternal leader of the family

Northouse, Leadership 8e. © SAGE Publications, 2019.

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Canadian culture more individualistic

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Nine Cultural Dimensions

Gender Egalitarianism

Degree to which an organization or society minimizes gender role differences and promotes gender equality

For example, in Sweden, men and women share power equally. Extensive welfare system allows both sexes to balance work and family life

Assertiveness

Degree to which people in a culture are determined, assertive, confrontational, and aggressive in their social relationships

For example, German managers use straightforward and direct language; conflict and confrontational discussion are acceptable workplace behaviors

Northouse, Leadership 8e. © SAGE Publications, 2019.

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Social media turning our assertive into aggressive

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Nine Cultural Dimensions

Future Orientation

Extent to which people engage in future-oriented behaviors such as planning, investing in the future, and delaying gratification

For example, many Middle Eastern countries are concerned with traditional values and ways of doing things; North Americans believe they can plan and control the future and idealize change for the sake of changing

Performance Orientation

Extent to which an organization or society encourages and rewards group members for improved performance and excellence

For example, standardized testing in U.S. schools

Northouse, Leadership 8e. © SAGE Publications, 2019.

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Gives opportunity for advancement Canada much more open to advancement than US

Nine Cultural Dimensions

Humane Orientation

Degree to which a culture encourages and rewards people for being fair, altruistic, generous, caring, and kind to others.

For example, Switzerland’s helpfulness to others during and after WW I and WW II. The country espouses tolerance and responsibility as central educational goals.

Northouse, Leadership 8e. © SAGE Publications, 2019.

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Clusters of World Cultures

Northouse, Leadership 8e. © SAGE Publications, 2019.

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Figure 16.1: Country Clusters According to GLOBE

Characteristics of Clusters

Northouse, Leadership 8e. © SAGE Publications, 2019.

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Table 16.1: Cultural Clusters Classified on Cultural Dimensions

Characteristics of Clusters

Characteristics include

Anglo--competitive and result oriented

Confucian Asia--result driven, encourage group working together over individual goals

Eastern Europe--forceful, supportive of co-workers, treat women with equality

Germanic Europe--value competition and aggressiveness and are more result oriented

Latin America--loyal and devoted to their families and similar groups

Northouse, Leadership 8e. © SAGE Publications, 2019.

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Characteristics of Clusters

Characteristics include

Latin Europe--value individual autonomy

Middle East--devoted and loyal to their own people, women afforded less status

Nordic Europe--high priority on long-term success, women treated with greater equality

Southern Asia--strong family and deep concern for their communities

Sub-Sahara Africa--concerned and sensitive to others, demonstrate strong family loyalty

Northouse, Leadership 8e. © SAGE Publications, 2019.

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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.”

Global Leadership and Organizational Behaviour Effectiveness (GLOBE) research program identified nine dimensions on which national cultures different https://en.ppt-online.org/281333

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Please visit https://en.ppt-online.org/281333

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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

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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, Millennials 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.

1940s

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

1960s to late 1970s

Generation X (born mid

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

1979 and 1994

Millennials (born between 1979 and 1994)

High expectations; seek meaning in their work

Tend to be questioning, electronically networked and entrepreneurial

Socially responsible

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.

Forum 4 group

Discuss and assess how differences in generational and cultural values affect the workplace -in your home country and here in Canada. “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. Share your stories

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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.”

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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.”

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.

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Measuring Your Cultural Intelligence

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

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Break out room initial activity groups of 4 for week’s Forum 5 of the week on Culture

So connect set up time to go over the ppts and learning and answer the questions in your forum post latter this week

Each person in the group should first identify 3 to 5 key personal values.

Share and 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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During the week this group will

Answer and discuss in the forum 5

· 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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To create the playing field that empowers positive performance we must why so employees arempositively engaged with us

The Components of an Attitude

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LO4; Material pertinent to this discussion is found under “Attitudes.” we need the over riding attitudes to be positive for people to have positive attitudes towards work

Types of Attitudes show up in your stories (1 of 6)

The four important attitudes that affect organizational performance:

Job Satisfaction

Organizational Commitment

Job Involvement with 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.

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

Job Satisfaction is an attitude

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.”

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.” are we losing this with virtual connections? And knowing how we are performing feedback

Job Satisfaction comes from positive connections

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We would ask or survey

Martin Seligman

The five main elements of a life of flourishing and well-being are:

Positive emotion,

Engagement,

Relationships,

Meaning,

Accomplishment.

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Seligman, M.E.P. (2011). Flourish: A visionary new understanding of happiness and well-being. New York, NY: Free Press.

PERMA Model of Well-Being

Positive emotion―expressing positive emotions with others that bring greater levels of vitality, resilience, and self-esteem

Engagement―being curious, seeking out learning, interacting with others

Relationships―caring about others and being cared for

Meaning and purpose―seeing value and worthiness in life’s activities

Achievement―accomplishing something in service of a purpose larger than one’s self interest

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To get the best give the best – positive

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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.

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. Self-actualization level

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

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.”

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Job-Specific Well-Being

Judge, Thorensen, Bono, and Patton (2001) observed an average uncorrected correlation between job satisfaction and performance of +0.18, with a stronger association (mean r = +0.26) when a person’s work was of higher complexity and thus permitted greater freedom of action.

What challenges have empowered you?

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Learning / Becoming

Overall job satisfaction was found to be greater among those who were more active in self-determined development activities (undertaking personal projects, serving on working groups, etc.).

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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

https://hrdailyadvisor.blr.com/2017/06/16/employee-satisfaction-affects-organizational-performance/

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

Doing good can feel good

“organizational citizenship behavior” or “contextual performance” feels good.

Why? George (1991, 1996) has suggested that associations with citizenship behavior are due to more satisfied employees experiencing more positive short-term mood

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Active forms of positive mood were correlated at +0.17 with a broad index of citizenship behavior rated by supervisors in research by Eisenberger, Jones, Stinglhamber, Shanock, and Randall (2005).

Job Satisfaction and Absenteeism and Turnover

You can find work satisfying yet still want to enjoy a three-day weekend

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.”

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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.

Visit https://study.com/academy/lesson/what-is-job-involvement-definition-scale-quiz.html

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

Types of Attitudes (5 of 6)

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

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

Types of Attitudes (6 of 6)

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

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Jingle jangle of Employee Engagement(Sage Publications)

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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.”

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.

Global Implications

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. But getting lower

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.”

Breakout Group Exercises and group forum 5

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.

Forum 4 group of 4

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OB at Work: Forum (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.