Chapter 2, Nancy Langton and Stephen P. Robbins, Organizational Behaviour, Fourth Canadian Edition...

Chapter 2, Nancy Langton and Stephen P. Robbins, Organizational Behaviour, Fourth Canadian Edition 2-1Copyright © 2007 Pearson Education Canada

Affective Events Theory

Work Environment Characteristics of

the job Job demands Requirements for

emotional labour

Work Events Daily hassles Daily uplifts

Emotional Reactions Positive Negative

Job Satisfaction

Job Performance

Personal Dispositions Personality Mood


Affective Events Theory

• Employees react emotionally to things that happen to them at work; this emotional reaction influences their job performance and satisfaction.


Chapter 3

Values, Attitudes, and Diversity in the

Workplace


Values

• Values– Concepts or beliefs that guide how we make

decisions about and evaluations of behaviours and events.

• Two frameworks for understanding values– Milton Rokeach’s value survey

– Kent Hodgson’s general moral principles


Rokeach Value Survey

• Types of values– Terminal: Goals that individuals would like to

achieve during their lifetime.

– Instrumental: Preferable ways of behaving.

• Importance of values– Values generally influence attitudes and

behaviour.


Exhibit 3-1 Terminal and Instrumental Values in Rokeach Value Survey


Exhibit 3-2 Value Ranking of Executives, Union Members, and

Activists (Top Five Only)EXECUTIVES UNION MEMBERS ACTIVISTS

Terminal Instrumental Terminal Instrumental Terminal Instrumental

1. Self-respect 1. Honest 1. Family security

1. Responsible 1. Equality 1. Honest

2. Family security

2. Responsible 2. Freedom 2. Honest 2. A world of peace

2. Helpful

3. Freedom 3. Capable 3. Happiness 3. Courageous 3. Family security

3. Courageous

4. A sense of Accomplishment

4. Ambitious 4. Self-respect 4. Independent 4. Self-respect 4. Responsible

5. Happiness 5. Independent 5. Mature love 5. Capable 5. Freedom 5. Capable


Values Exercise

Using the Values list handout, identify (and write down) 5 to 7 key personal values (either instrumental or terminal).


Values Exercise cont.

• Form small groups to discuss the following topics: 1. Identify the extent to which values overlap in your

group.

2. Where might some of your values come from? (e.g., parents, peer group, teachers, church).

3. What kind of workplace would be most suitable for the values that you hold most closely?


Values and the Levels of OB

• We’ve been looking at values from the individual perspective

• Group values– individual values get aggregated to some degree

– group defines values for itself

• Organization values– also can aggregate from individuals

– significantly influenced by key leaders

– sometimes explicitly stated espoused values not always consistent with values that are actively applied


Ethical Values

• Ethics– The study of moral values or principles that

guide our behaviour, and inform us whether actions are right or wrong.

• Ethical values are related to moral judgments about right and wrong.


Assessing Cultural Values

• GLOBE Dimensions– Assertiveness – Future orientation– Gender differentiation– Uncertainty avoidance– Power distance– Individualism versus collectivism– In-group collectivism– Performance orientation– Humane orientation


GLOBE

Highlights


Values in the Canadian Workplace

• Generational Differences

• Cultural Differences


Generational Differences

• The Elders (those over 60)– Core values: Belief in order, authority, discipline,

and the Golden Rule

• Baby Boomers (born mid-1940s to mid-1960s)– Autonomous rebels, anxious communitarians,

connected enthusiasts, disengaged Darwinists


Generational Differences

• Generation X (born mid-1960s to early 1980s)– Thrill-seeking materialists, aimless dependents, social

hedonists, new Aquarians, autonomous post-materialists

• The Ne(x)t Generation (born between 1977 and 1997)– “Creators, not recipients”– Curious, contrarian, flexible, collaborative, high in

self-esteem


Think about it…

• 1. “Thirty-five years ago, young employees we hired were ambitious, conscientious, hard-working, and honest. Today’s young workers don’t have the same values.” Do you agree or disagree with this manager’s comments? Support your position.


Cultural Differences

• 2001 immigrant population– 44 percent of Toronto’s population

– 38 percent of Vancouver’s

– 18.6 percent of Montreal’s

• 2001 Census findings on language– 17 percent spoke neither English nor French. Of these:

• Largest majority spoke Chinese (either Mandarin or Cantonese)• Followed by Italian, German, Punjabi, and Spanish


Canadian and American Value Differences


Francophone and Anglophone Values

• Francophone Values– More collectivist or

group-oriented

– Greater need for achievement

– Concerned with interpersonal aspects of workplace

– Value affiliation

• Anglophone Values– Individualist or I-

centred

– More task-centred

– Take more risks

– Value autonomy


Aboriginal Values

– More collectivist in orientation

– More community-oriented

– Greater sense of family in the workplace

– Greater affiliation and loyalty

– Power distance lower than non-Aboriginal culture

– Greater emphasis on consensual decision-making


Asian Values

• North America

– Networked relations: based on self-interest

– Relationships viewed with immediate gains

– Enforcement relies on institutional law

– Governed by guilt (internal pressures on performance)

• East and Southeast Asia

– Guanxi relations: based on reciprocation

– Relationships meant to be long-term and enduring

– Enforcement relies on personal power and authority

– Governed by shame (external pressures on performance)


Attitudes

• Positive or negative feelings concerning objects, people, or events.

• Attitudes are less stable than values.


Types of Attitudes

• Job Satisfaction– An individual’s general attitude toward his or her

job.

• Organizational Commitment– A state in which an employee identifies with a

particular organization and its goals, and wishes to maintain membership in the organization.


Job Satisfaction and Individual Performance

• Satisfaction affects:– Individual productivity

– Organizational productivity

– Organizational citizenship behaviour

– Job satisfaction and customer satisfaction


Organizational Commitment

• Three Types of Commitment – Affective commitment

• An individual’s relationship to the organization.

– Normative commitment• The obligation an individual feels to staying with an organization.

– Continuance commitment• An individual’s calculation that it is in his or her best interest to

stay with the organization based on the perceived costs of leaving it.


Five Reasons Employees Commit Themselves

• They are proud of [the company’s] aspirations, accomplishments, and legacy; they share its values.

• They know what each person is expected to do, how performance is measured, and why it matters.

• They are in control of their own destinies; they savour the high-risk, high-reward work environment.

• They are recognized mostly for the quality of their individual performance.

• They have fun and enjoy the supportive and highly interactive environment.


Exhibit 3-6 Major Workforce Diversity Categories

• Gender

• National Origin

• Age

• Disability

• Domestic Partners

• Non-Christian


Video Questions• To what extent does national culture affect the way

you interact with others? Consider differences in future orientation, language, values, religion, and your personal power distance.

• What can organizations and managers do to promote a greater understanding of cultural differences among employees?

• Should managers and organizations attempt to change the values of their employees, the business’s values, or the values of the country they are in? Give reasons for your answer.

Chapter 2, Nancy Langton and Stephen P. Robbins, Organizational Behaviour, Fourth Canadian Edition...

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