CH.3: Values, Attitudes, & Diversity in the Workplace

Question 1

concepts/ beliefs that guide how we make decisions, & make evaluations of behaviours & events

Answer 1

Values

Question 2

Rokeach Value Survey

Answer 2

values are classified in 2 sets: terminal (goals individuals would like to achieve during their lifetime), & Instrumental (preferable ways of behaving)
- these influence attitudes & behaviour

Question 3

study of moral values/ principles that guide our behavior, informing if our actions are morally right/ wrong

Answer 3

Ethics

Question 4

Magnificent 7 Principles

Answer 4

1. Dignity of Human life
2. Autonomy
3. Honesty
4. Loyalty
5. Fairness
6. Humaneness
7. The Common good

Question 5

Hofstede’s Framework for Assessing Culture

Answer 5

power distance, individualism, masc.vs.fem., uncertainty avoidance, & LT vs. Short term orientation

Question 6

Baby Boomers (mid-1940s to mid-1960s)

Answer 6

achievement & material success= important, high rank in sense of accomplishment & soc. recognition, & are pragmatists believing ends can justify means

Question 7

Generation X(mid1960s-late 1970s)

Answer 7

value flexibility, life options & achievement of job satisfaction, family & relationships=important, & are less willing to make personal sacrifices for sake of employer

Question 8

Generation Y (b/w 1979- 1994)

Answer 8

have high expectations, look for meaning in their work, are questioning, electronically networked, & socially responsible

Question 9

• collectivist/ group-oriented

- greater need for achievement

Answer 9

Francophone values

Question 10

are Individualists/ more task- centred, with a more cooperative negotiating style when dealing with others, being more achievement- oriented

Answer 10

Anglophone Values

Question 11

Aboriginal Values

Answer 11

-more collectivist in orientation, & community oriented, have a greater sense of family in the workplace, affiliation & loyalty, small power distance & greater emphasis on consensual decision making

Question 12

Asian Values

Answer 12

• In NA networked relations are based on self-interest, rtnship viewed w. immediate gains, enforcement relies on institutional law, & is governed by guilt
• East & SE Asia: rtnships=LT, enforcement relies on personal power& authority, & governed by shame(ext. pressures)

Question 13

(+)/ (-) feelings concerning objects, ppl or events that reflect how we feel about something= can affect job behaviour

Answer 13

Attitudes

Question 14

Attitudes that affect organizational performance

Answer 14

Job Satisfaction, Organizational Commitment, Job Involvement, & Employee Engagement

Question 15

Individual’s positive feeling about a job resulting from an evaluation of its characteristics, cause being opportunities, supervision, coworkers..

Answer 15

Job satisfaction

Question 16

degree to which an individual likes/ dislikes himself/ herself

Answer 16

Core self evaluations

Question 17

How employees can express dissatisfaction

Answer 17

Exit, Voice, Neglect, & Loyalty

Question 18

A type of attitude in which an employee identifies w/ a particular organization & its goals + wishes to maintain membership in the organization

Answer 18

Organizational commitment

Question 19

An individuals relationship to the organization: his/her emotional attachment to, identification with,& involvement in the organization

Answer 19

Affective organization

Question 20

obligation an individual feels to staying w. the organization

Answer 20

Normative commitment

Question 21

individual’s perceived economic value of remaining with an organization

Answer 21

Continuance commitment

Question 22

measures degree to which people identify psychologically w. their job & consider their perceived performance lvl important to self worth

Answer 22

Job involvement

Question 23

individual’s involvement with/ satisfaction w/, & enthusiasm for work he/ she does

Answer 23

Employment engagement

Question 24

firms with employees that have high engagement levels =

Answer 24

higher customer satisfaction, productive employees, higher profits, & lower lvls of T/O & accidents

Question 25

Effective Diversity Programs promote

Answer 25

legal framework for = employment opp, encouraging fair treatment of all ppl, how diverse workforce are better able to serve diverse market of customers & clients, personal dvlpment practices= bring out skills & abilities of all workers

Question 26

ability to understand someone’s unfamiliar & ambiguous gestures in the same way as would ppl from his/ her culture

Answer 26

Cultural intelligence

Question 27

Cultural intelligence Profiles according to Earley & Masakowski

Answer 27

• Provincial(work best w. ppl of sim. backgrounds)
• Analyst (analyze foreign culture’s rules & expectations to figure out way to interact)
• Natural (use intuition)
• Ambassador (are convincing w.out knowledge of foreign culture)
• Mimic (match others actions and behaviours)
• Chameleon (can be mistaken as being from the foreign cultures)