OB -chapter 4 values, attitudes, work behaviour

Power distance

extent to which unequal power and hierarchy are accepted in society

Uncertainty Avoidance

degree to which people are uncomfortable with ambiguity and uncertainty.

ex. in Greece (high uncertainty avoidance), firms may have strict policies and resist change. In contrast, in Sweden (low uncertainty avoidance), employees might welcome flexible roles and innovative approaches.

Individualism vs. Collectivism

Whether people view themselves as independent individuals or part of a group

Cultural distance

extent to which two cultures differ in values, norms, and practices.

Cultural intelligence.

The capability to function and manage well in culturally diverse environments.

Attitude

fairly stable evaluative tendency to respond consistently to a specific object, person, situation, or group

It comes from beliefs and values, influences behavior, but isn’t always shown in actions.

Affective Events Theory

Events at work influence the emotions (affect) we experience.

.● Peaks & Ends are very important.

EVENT: Health benefits cut EMOTION : Anger ATTITUDE : Lower Job Satisfaction

Discrepancy theory

job satisfaction arises when there is a match (or mismatch) between the job outcomes a person wants and the outcomes they believe they actually receive

Distributive fairness

Fairness that occurs when people receive the outcomes they think they deserve from their jobs

Equity theory

Job satisfaction depends on how fairly people think they are treated compared to others—comparing their own inputs (effort, skills) and outcomes (pay, recognition) to others’

ex. If you work hard (input) but see a coworker getting the same pay with less effort, you may feel unfairly treated and dissatisfied.

Procedural fairness

Fairness that occurs when the process used to determine work outcomes is seen as reasonable.

ex. If two employees apply for a promotion and only one gets it, the other might still feel satisfied if the selection process was transparent and based on clear criteria.

interactional Fairness

Fairness that occurs when people feel they have received respectful and informative communication about an outcome.

Disposition

Some people are naturally more or less satisfied with their jobs due to stable personality traits

Emotional contagion

tendency for moods and emotions to spread between people or throughout a group.

ex. If one team member is super positive and energetic, others may start to feel and act more upbeat too.

Emotional labour

Requirement for people to conform to emotional “display rules” in their job behaviour in spite of their true mood or emotions.

Organizational citizenship behaviour (OCB).

Voluntary, informal behaviour that goes beyond job requirements and contributes to organizational effectiveness

ex. Helping: A busy coworker still takes time to help you learn new software.

Affective commitment

employee’s emotional attachment to, identification with, and involvement in their organization. People with strong affective commitment genuinely want to stay because they feel connected and loyal to the organization.

Continuance commitment

is based on either the costs that would be incurred in leaving an organization (e.g., losing a pension) or a lack of suitable job alternatives. People with high continuance commitment stay with an organization because they have to.

ex. no job

Normative commitment

is based on ideology or a feeling of obligation to an organization. People with high normative commitment stay with an organization because they think that they should do so.

ex. they gave me this i should stay

Job Satisfaction

• Global: Overall satisfaction

• Facet: Satisfaction with specific aspects (e.g., pay, coworkers, tasks)

Common Measures

• Job Descriptive Index (JDI)

• Minnesota Satisfaction Questionnaire (MSQ)

Organizational Justice Theory

Three Methods of Distribution

1. Equity – Based on contribution/performance

2. Equality – Everyone gets the same

3. Need – Based on individual need

Different types of justice

Distributive Justice –Focus on the rewards, materials, punishments which are divided amongst employees
Example: Two employees who perform equally receive the same bonus.

Procedural Justice – Focus on how the rewards, materials, punishments arerdistributed in the organization
Example: The company follows a clear and consistent process for deciding promotions.

Interactional Justice – Concerns the fairness of interpersonal treatment during decision-making or communication between supervisors and subordinates.
Example: A manager respectfully explains the reasons for denying a raise.

Consequence of commimtent

• High Affective Commitment (AC) → High performance

• High Continuance Commitment (CC) → Low performance

• High CC + Low AC → Very poor performance

imdpediment to change