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ORGS - Chapter 3
INTL 2300 - Chapter 3: Values, Attitudes, and Diversity in the Workplace
| Term | Definition |
|---|---|
| Values | Concepts or beliefs that guide how we make decisions about and evaluations of behaviours and events |
| Value System | This is a hierarchy based on a ranking of an individual’s values in terms of their intensity. |
| Two frameworks for understanding values: | 1. Milton Rokeach’s Value Survey (RVS) 2. Kent Hodgson’s general moral principles |
| Rokeach Value Survey (RVS) | Terminal Values & Instrumental Values |
| Terminal Values | These are goals that individuals would like to achieve during their lifetime. |
| Instrumental Values | These are preferable ways of behaving. |
| importance of values: | Values generally influence attitudes and behaviour. |
| Hodgson’s General Moral Principles | Ethics & Ethical Values |
| Ethics | The study of moral values or principles that guide our behaviour and inform us whether our actions are right or wrong. |
| Ethical Values | These are related to moral judgments about right and wrong. |
| Hofstede’s Framework for Assessing Culture (6) | 1. Power Distance 2. Individualism versus collectivism 3. Masculinity versus femininity 4. Uncertainty Avoidance 5. Long-term versus short-term orientation 6. Indulgence versus restraint |
| Power Distance | That a specific culture accepts the inequality in power differences |
| Individualism | Focused on the rights and concerns of each person |
| Collectivism | Stresses the importance of the community, while individualism is focused on the rights and concerns of each person |
| Masculinity | The trait which emphasizes ambition, acquisition of wealth, and differentiated gender roles |
| Femininity | The trait which stresses caring and nurturing behaviours, sexuality equality, environmental awareness, and more fluid gender roles |
| Uncertainty Avoidance | A cross-cultural phenomenon that describes how different cultures or societies react to and tolerate uncertainties |
| Long-term Orientation | The extent to which a culture values long-term goals, perseverance, thrift, and adaptation to changing circumstances |
| Short-term Orientation | The extent to which a culture values immediate results, tradition, stability, and respect for social obligations |
| Indulgence | A society that values the satisfaction of human needs and desires |
| Restraint | A society that sees the value in curbing one's desires and withholding pleasures to align more with societal norms |
| Two major factors lead to a potential clash of values in the Canadian workplace: | 1. Generational Differences 2. Cultural Differences |
| Baby Boomers | - 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 | - 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 | - High expectations; seek meaning in their work - Tend to be questioning, electronically networked and entrepreneurial - Socially responsible |
| Attitudes | These are positive or negative feelings concerning objects, people, or events. Reflect on how we feel about something. |
| Components of an attitude: | 1. Cognitive Component 2. Affective Component 3. Behavioural Component |
| Cognitive Component | The opinion or belief segment. |
| Affective Component | The emotional or feeling segment |
| Behavioural Component | An intention to behave in a certain way toward someone or something. |
| Job Satisfaction | This is a positive feeling about a job resulting from an evaluation of its characteristics. |
| How Employees Can Express Dissatisfaction | 1. Exit (E) 2. Voice (V) 3. Loyalty (L) 4. Neglect (N) |
| Exit (E) | Dissatisfaction expressed by actively attempting to leave the organization |
| Voice (V) | Dissatisfaction expressed by actively and constructively attempting to improve conditions. |
| Loyalty (L) | Dissatisfaction expressed by passively waiting for conditions to improve |
| Neglect (N) | Dissatisfaction expressed by passively allowing conditions to worsen. |
| Counterproductive Work Behaviour (CWB) | These are actions that actively damage the organization, including stealing, behaving aggressively toward co-workers, or being late or absent. |
| Organizational Commitment | The degree to which an employee identifies with a particular organization and its goals, and wishes to maintain membership in the organization. |
| Three types of organizational commitment: | 1. Affective Commitment 2. Normative Commitment |
| Affective Commitment | An individual’s emotional attachment to and identification with an organization, and a belief in its values. |
| Normative Commitment | The obligation an individual feels to stay with an organization |
| Continuance Commitment | An individual’s calculation to stay with an organization based on the perceived costs of leaving the organization. |
| Job Involvement | The degree to which a person identifies with a job, actively participates in it and considers performance important to self-worth. |
| Psychological Empowerment | The employees’ belief in the degree to which they affect their work environment, their competence, the meaningfulness of their job, and their perceived autonomy. |
| Perceived Organizational Support | The degree to which employees believe an organization values their contributions and cares about their well-being. |
| Employee Engagement | The involvement with, satisfaction with, and enthusiasm for the work individuals do. |
| Surface-level Diversity | This is differences in easily perceived characteristics, such as gender, race, ethnicity, age, gender, or disability |
| Deep-level Diversity | This is differences in values, personality, and work preferences that become progressively more important for determining similarity as people get to know |
| 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. - Helpful to show on international assignments; able to be confident about and interested in being in new culture environment |
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