Chapter 4 - Alexander Yuriev PDF

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Alexander Yuriev...

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2021-01-18

COMM222: Organizational Behaviour and Theory Chapter 4

Values, Attitudes, and Work Behaviour Alexander Yuriev, PhD

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Values Values are broad tendencies to prefer certain states of affairs over others. Tradition

Honesty

Why are values important? →They differ between individuals (factors such as age, culture explain some differences) →They influence expectations, attitudes, and how people react to their working conditions. 2

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Generational differences in values ▪ There are 4 generations in the workplace with not only different ages, but also different socialization experiences. ▪ Some research suggests that these generations tend to have different values

→BUT beware of stereotyping, these are based on averages!

Traditionalists (1922-1945)

Baby Boomers (1946-1964)

Gen X (1965-1980)

Millennials (Gen Y) (1981-2000)

Hard work Stability Loyalty

Dedication Experience Knowledge

Independence Adaptability Challenging the status quo

Optimism Social responsibility Multi-tasking

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Cultural differences in values Culture refers to values, beliefs, and customs in a society.

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Overview of value dimensions on which there are cultural differences Work centrality

Power distance

Uncertainty avoidance

Masculinity/ feminity

Individualism/ collectivism

Long term/ short term orientation 4

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Work centrality Concerns the extent to which work is considered a central life interest

LOW work centrality: Cultures where work is not seen as a priority in life. Examples: UK

HIGH work centrality: Cultures where work is very highly valued. Example: Japan

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Power distance Concerns the extent to which an unequal distribution of power is accepted LOW power distance: Cultures that view power as something that should be distributed equally among people. Examples: Austria, Denmark, Israel

HIGH power distance: Cultures that view an unequal distribution of power as relatively acceptable. Examples: Russia, the Philippines

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Uncertainty avoidance Concerns the extent to which people are uncomfortable with uncertain situations LOW uncertainty avoidance: Cultures where individuals HIGH uncertainty avoidance: Cultures where individuals are comfortable in prefer predictable situations unpredictable situations and and have a low tolerance for have a high tolerance for uncertainty. uncertainty. Examples: Japan, Greece, Examples: Denmark, Portugal Sweden, Singapore

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Masculinity/Feminity Concerns the extent to which gender roles are separated, and priorities MASCULINE: Cultures where FEMININE: Cultures where gender roles are clearly gender roles are fluid, and separated, and that focus on that focus on “quality” “quantity” (achievement, (equality, relationships, competition, economic caring for others). performance). Examples: Scandinavian Examples: Slovakia, Japan, countries Mexico

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Individualism/Collectivism Concerns the extent to independence/ interdependence between group members is valued INDIVIDUALISM: Cultures where independence, individual initiative, and privacy are valued. People define themselves as individuals first. Examples: USA, Autralia, Canada

COLLECTIVISTIM: Cultures where interdependence and loyalty between group members is valued. Group membership is very important in how people define themselves. Examples: Venezuela, Pakistan, Colombia 9

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Long/short term orientation Concerns orientation towards time

LONG TERM ORIENTATION: Cultures that emphasize persistence, perseverance, thrift, status differences. Examples: China, Japan, Taiwan

SHORT TERM ORIENTATION: Cultures that emphasize personal steadiness and stability, social niceties. Examples: USA, Canada, Nigeria

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Implications of cultural variations - Exercise caution when exporting or importing OB and management theories - Know the culture of your customers to better serve their needs - Develop global employees to successfully conduct business in a diverse environment 12

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Important points on “Values” - Generational differences - Cultural differences: 6 principal value dimensions - Implications of values for organizational management

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Job attitudes Attitudes are fairly stable evaluative tendencies to respond consistently to some specific object, situation, person, etc. → Less stable than values → More specific than values

Most relevant attitudes at work: Job Satisfaction

Organizational Commitment

These attitudes are strongly associated with several important OB issues: • In-role performance • Extra-role performance • Turnover • Absenteeism 14

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Job Satisfaction Job satisfaction refers to a collection of attitudes people have toward their job. It results from an appraisal (evaluation) of -The job in general -Specific facets of the job: security, benefits, pay, etc. 4 15

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Predictors of job satisfaction Individual differences • Personality (i.e., dispositions); • Values; • Beliefs; • Affect: • Emotions (intense, shortlived feelings directed towards a target); • Moods (less intense, longer-lived feelings not directed towards a target).

X

Situation a perceive ) • Discrepancy (gap) between expectations and perception of various facets of the job; • Fairness (justice): - Distributive; - Procedural; - Interactional; • Challenging work/Job characteristics; • Compensation; • Career opportunities.

Job satisfaction 16

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Predictors of job satisfaction: Focus on fairness (justice) Distributive Degree to which outcomes received from the organization are seen as fair Equity theory says that this perception results in part from a social comparison process: Outcomes = Rewards (pay, benefits, and non-financial rewards)

Employee: Other: Outcomes vs. Outcome Inputs Inputs

Inputs = Contributions (performance, education, ability, skills, effort, etc.) 18

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Procedural Degree to which the process for determining work outcomes is seen as fair - Procedure is consistent

- Possibility to appeal

Interactional Degree to which people feel they are treated with respect, and have received informative communication

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Outcomes of job satisfaction Job satisfaction Employee workplace Behaviors  Absenteeism: missing work (other factors: unavoidable circumstances, policies, culture…)  Turnover: resigning (other factors: shocks, commitment, ties, job market…)  Performance (in-role): performing essential tasks of the job well (other factors: mental ability, personality, emotional intelligence…)  Organizational citizenship behaviours (extra-role performance): voluntary, spontaneous, unrewarded behaviour that contributes to organizational performance (other factors: fairness, moods, personality…) Organizational outcomes  Customer satisfaction  Profit (firm performance)

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Organizational Commitment Organizational commitment refers to the strength of the linkage people have with their organizations. This linkage can take different forms depending on what it is based on. 21

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Forms of organizational commitment Affective commitment (‘I want to’) – e.g., interesting job, satisfaction at work Continuance commitment (‘I’d better stay here’) – e.g., no alternatives, financial/family obligations Normative commitment (‘I should’) – e.g., ideology, feeling of obligation towards organization 22

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Predictors of organizational commitment Situation

X

Individual differences

• Interesting, satisfying work; • Role clarity; • Met expectations; • Etc.

Affective commitment

• Advantages which would be lost upon departure (e.g., salary, pension); • Lack of good alternatives; • Etc.

• Benefits that build a sense of obligation (reciprocity); • Identification with product or service; • Etc.

Continuance commitment

Normative commitment 23

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Summary: Model of the predictors and outcomes of attitudes at work Individual differences • Personality • Values • Beliefs, etc.

X

• •

Situation a perceive ) • Job characteristics • Organizational justice • Stressors, etc.

Job attitudes Job satisfaction Commitment

• • •

Workplace Behaviors Employee performance (in-role, extra-role) Turnover, absenteeism Counterproductive behaviors, etc.

• •

Organizational outcomes Customer satisfaction Firm performance

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Important points on satisfaction & commitment - One of the main predictors of satisfaction: fairness - Equity theory: comparing ratios of inputs and outputs! - Fairness: three types! - Commitment: three types! 25

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