OBCH3

Organizational Behaviour: Chapter 3 Overview

• Focus on values, attitudes, and diversity in the workplace

• Importance of understanding these elements for organizational performance

Chapter Outline

1. Values

• Rokeach Value Survey

• Hodgson’s General Moral Principles

2. Assessing Cultural Values

• Hofstede’s Framework

• GLOBE Framework

3. Values in the Canadian Workplace

• Generational Differences

• Cultural Differences

4. Attitudes

• Job Satisfaction

• Organizational Commitment

• Job Involvement

• Perceived Organizational Support

• Employee Engagement

5. Managing Diversity in the Workplace

• Effective Diversity Programs

• Cultural Intelligence

Learning Outcomes

1. Understanding Values

• Distinguish between Rokeach's terminal and instrumental values.

2. Ethical Frameworks

• Explain Hodgson's general moral principles and Hofstede's value dimensions for cultures.

3. Conflicting Values

• Identify causes of value conflicts in Canadian workplaces.

4. Attitude Components

• Describe the three components of an attitude and their impact on performance.

5. Job Satisfaction

• Summarize causes and effects of job satisfaction.

6. Managing Diversity

• Explore effective diversity management strategies.

7. Cultural Intelligence Benefits

• Identify benefits associated with high cultural intelligence.

Values in the Workplace

Definition of Values

• Basic convictions on preferable behaviors or outcomes.

• Guide decisions about behaviors and events.

• Examples include: freedom, honesty, equality.

• Value systems rank one's values in intensity.

Rokeach Value Survey

• Terminal Values: Goals individuals seek in life (e.g. equality, inner peace).

• Instrumental Values: Preferred behaviors to achieve these goals (e.g. honesty, courage).

• Importance: Values shapes attitudes and behaviors within organizations.

Assessing Cultural Values

Hodgson's General Moral Principles

• Ethics: Study of moral values guiding behavior.

• Seven ethical principles:

  1. Dignity of Human Life

  2. Autonomy

  3. Honesty

  4. Loyalty

  5. Fairness

  6. Humaneness

  7. The Common Good

Hofstede's Cultural Dimensions

• Five cultural dimensions:

  1. Power Distance: Acceptance of unequal power distribution.

  2. Individualism vs. Collectivism: Preference for acting individually vs. group responsibility.

  3. Masculinity vs. Femininity: Gender role equality vs. traditional roles.

  4. Uncertainty Avoidance: Preference for structured vs. unstructured situations.

  5. Long-term vs. Short-term orientation: Devotion to tradition vs. innovation.

  • Recently added a sixth dimension: Indulgence vs. Restraint.

GLOBE Framework

• Nine dimensions highlighting cultural differences.

• Some dimensions overlap with Hofstede, such as power distance and uncertainty avoidance.

Values in the Canadian Workplace

Clash of Values

• Significant factors: Generational and Cultural differences.

Generational Differences

• Baby Boomers: Achievement and material success are important.

• Generation X: Value flexibility and relationships; less willing to sacrifice.

• Millennials: Seek meaningful work; socially responsible.

Cultural Differences

• Canada’s multiculturalism introduces diverse values and work ethics.

• Positive outcomes like increased diversity of thought and perspectives coexist with challenges like rising racism.

Attitudes in the Workplace

Definition and Components

• Attitudes: Positive or negative feelings about objects, people, or events.

Components of Attitudes

1. Cognitive Component: Beliefs or opinions.

2. Affective Component: Emotions or feelings.

3. Behavioral Component: Intended behaviors toward something.

Attitudes Affecting Performance

• Important attitudes include:

  • Job Satisfaction

  • Organizational Commitment

  • Job Involvement

  • Employee Engagement

Job Satisfaction

• Defined as a positive feeling about a job based on its characteristics.

• Key sources:

  • Work itself, pay, advancement opportunities, supervision, co-workers.

• Happiness and job satisfaction are linked.

Consequences of Job Satisfaction

• Affects individual and organizational productivity.

• Satisfied employees enhance customer satisfaction and loyalty.

Responses to Job Dissatisfaction

• Exit: Attempt to leave organization.

• Voice: Actively attempt to improve conditions.

• Loyalty: Passively wait for improvements.

• Neglect: Allow conditions to worsen.

Counterproductive Work Behavior (CWB)

• Actions that harm the organization (theft, aggression, tardiness).

Organizational Commitment

• Reflects individual identification with organization.

Types of Commitment

1. Affective Commitment: Emotional attachment to the organization.

2. Normative Commitment: Obligation to stay with the organization.

3. Continuance Commitment: Perceived costs of leaving the organization.

Managing Diversity in the Workplace

Diversity Types

• Surface-Level Diversity: Easily perceptible characteristics (e.g., gender, race).

• Deep-Level Diversity: Differences in values and personality.

Effective Diversity Programs

• Promote fair treatment and encourage a diverse workforce.

Cultural Intelligence (CQ)

• Ability to understand and adapt to unfamiliar cultural contexts.

• Various profiles of cultural intelligence: Provincial, Analyst, Natural, Ambassador, Mimic, and Chameleon.

Summary

1. Differentiation between terminal and instrumental values.

2. Ethics guide moral principles regarding actions.

3. Recognition of multiple generations in Canada’s workforce.

4. Attitudes as evaluative statements influencing workplace behavior.

6. Job satisfaction tied to evaluations of job characteristics.

7. Surface and deep-level diversity are crucial in understanding workplace dynamics.

8. Cultural intelligence as a vital skill in diverse environments.