Midterm - Session 4

What are values?

Stable, broad beliefs about what is good, bad, desirable, or important.

Why are values considered motivational?

They influence what people seek, avoid, and believe they should do.

Why don't values always predict specific behaviour?

They are broad and general, while behaviour depends on the situation.

What is the main finding about generational values?

Generations share more similarities than differences; stereotypes may be misleading.

Why might generations develop different values?

Different social, workplace, and technological experiences.

What are Hofstede's five cultural dimensions?

Power distance, uncertainty avoidance, masculinity/femininity, individualism/collectivism, time orientation.

What is power distance?

The extent to which unequal power distribution is accepted.

What characterizes high power distance?

Hierarchy and unequal authority are accepted; superiors may be less accessible.

What characterizes low power distance?

Power differences are minimized and supervisors are more accessible.

What is uncertainty avoidance?

The degree of discomfort with uncertainty and ambiguity.

What characterizes strong uncertainty avoidance?

more rules, security, predictability, and clear procedures.

What characterizes weak uncertainty avoidance?

Greater comfort with ambiguity, flexibility, and risk-taking.

What does Hofstede's masculinity dimension emphasize?

Achievement, economic performance, and differentiated gender roles.

What does Hofstede's femininity dimension emphasize?

Quality of life, gender equality, and less differentiated roles.

What distinguishes individualism from collectivism?

Individualism values independence; collectivism values interdependence and group loyalty.

What distinguishes long-term from short-term orientation?

Long-term emphasizes persistence and future rewards; short-term emphasizes traditions and current obligations.

What is a tight culture?

A culture with strong behavioural norms and strict sanctions for deviations.

What is a loose culture?

A culture with flexible expectations and greater tolerance for deviations.

Why can exporting management practices across cultures be risky?

Practices effective in one culture may conflict with values in another.

What is cultural intelligence (CI)?

The ability to function effectively in culturally diverse environments.

What three elements contribute to cultural intelligence?

Knowledge, motivation, and behaviour.

How do values differ from attitudes?

Values are broad beliefs; attitudes are evaluations of specific people, objects, or situations.

What is the belief–value–attitude–behaviour model?

Belief + value → attitude → behaviour.

What is job satisfaction?

The collection of attitudes an employee has about their job.

What are job satisfaction facets?

Specific aspects such as work, pay, recognition, supervision, coworkers, and opportunities.

What are the three types of organizational fairness?

Distributive, procedural, and interactional fairness.

What is distributive fairness?

Fairness of WHAT outcomes or rewards employees receive.

What is procedural fairness?

Fairness of HOW decisions and reward allocations are made.

What is interactional fairness?

Fairness of HOW employees are treated and informed by managers.

What is equity theory?

Employees compare their outcomes-to-inputs ratio with that of others.

What is the difference between affect, emotion, and mood?

Affect covers feelings; emotions are intense and brief; moods are milder and longer.

What is emotional contagion?

The spread of emotions or moods between people.

What is emotional labour?

Managing or displaying emotions at work according to job expectations.

What is organizational citizenship behaviour (OCB)?

Voluntary, informal behaviour that helps the organization, often without formal rewards.

What are the three types of organizational commitment?

Affective = WANT to stay; continuance = HAVE to stay; normative = SHOULD stay.

What is person–organization fit?

The match between an employee's values and the organization's values.

What is work centrality?

The degree to which work is a central interest in a person's life.

What is cultural distance?

The extent to which two cultures differ in their values.

What is the difference between facet and overall job satisfaction?

Facet = satisfaction with one job aspect; overall = general satisfaction with the job.

What five factors determine job satisfaction in your notes?

Discrepancy, fairness, disposition, mood, and emotion (D-F-D-M-E).

What is discrepancy theory?

Satisfaction depends on the gap between wanted and received job outcomes.

What is the difference between equity, equality, and need?

Equity = contribution; equality = equal outcomes; need = individual needs.

What makes procedures fair?

Consistency, accurate information, unbiased decisions, communication, and appeals.

What is the dispositional influence on job satisfaction?

Personality tendencies can make people more or less prone to satisfaction.

What is affective events theory?

Workplace events trigger feelings that influence job satisfaction.

What are common contributors to job satisfaction?

Meaningful work, suitable challenges, adequate pay, career opportunities, and supportive people.

What are common consequences of higher job satisfaction?

Less absence and turnover; better performance, OCB, and customer satisfaction.

What is the honeymoon–hangover effect?

Satisfaction rises after changing jobs, then gradually declines.

What is counterproductive work behaviour (CWB)?

Intentional behaviour that harms an organization or its members.

How do OCB and CWB differ?

OCB voluntarily helps; CWB intentionally harms.

What is affective commitment?

Emotional attachment and identification: I WANT to stay.

What is continuance commitment?

Staying because leaving is costly or alternatives are limited: I HAVE to stay.

What is normative commitment?

Staying because of loyalty or obligation: I SHOULD stay.

Why can high continuance and low affective commitment be harmful?

Employees may feel trapped, stressed, dissatisfied, and less productive.

What change did Patagonia make to performance management?

Moved from annual ratings toward quarterly goals, check-ins, and continuous feedback.