chapter 4 - Values, Attitudes Flashcards
Values
broad tendencies to prefer certain state of affairs over others (what we consider good or bad)
Values are
motivational: signal how we believe we should/not behave
general: do not predict behaviour itself in specific situations
Generations in values
- traditionalists: 1922-1945
- Baby boomers: 1946-1964
- Generation X: 1965-1980
- Millenials: 1981-2000
Traditionalists values
Stereotypes: respect authority, high work ethic
Assets: hard-working, stable, loyal, thorough, emotional maturity
Leadership preference: fair, consistent, clear, direct, respect
Baby boomers values
Stereotypes: optimistic workaholics, fake
Assets: team, dedicated, experienced, knowledge, service
Leadership preference: equals, warm-caring, democratic
Generation X values
Stereotypes: cynical, confident, pragmatic
Assets: independent, adaptable, creative, technological, challenge status quo
Leadership style: direct, competent, genuine, informal, flexible, love learning
Millenials
Stereotypes: confident, social, want feedback, unfocused
Assets: optimistic, multitask, tenacious, technological, learn and grow, team, socially responsible
Leadership preference: motivational, collaboration, positive, organized, able to coach
Generations X and Y compared to others
value money, status and rapid career growth
see work as less central
work centrality
work valued differently across cultures: some culture it is central life interest -> work more hours
Hofstede 4 dimensions of work values across cultures
Power distance
Uncertainty avoidance
Masculinity/femininity
individualism/collectivism
Power distance
unequal distribution of power is accepted by society members
small: inequality minimal, superiors are accessible
large: inequality is natural, superiors are inaccessible
Uncertainty avoidance
extent to which uncomfortable with uncertain situations
strong: stress rules, hard work and conformity
weak: less concerned with rules, conformity and hard work is less seen as a virtue
Masculinity/Femininity
Masculine: differentiate gender roles, support dominance of men and stress economic performance
Femininity: fluid gender roles, stress sexual equality and quality of life
Individualism vs collectivism
individualism: independence, individual initiative and privacy
collectivism: interdependence and loyalty to family
Canadian Michael Bond added to Hofstede 5th dimension
Long term/short term orientation
long term/short term
long term: persistence, perseverance, close attention to status differences
short term: personal steadiness, stability
attitudes
stable evaluation tendency to respond consistently
more specific than values
Values + beliefs –> attitude –> behaviour
example attitude
I dislike anything that hurts my family (Value)
My job is interfering with my family life (Belief)
I dislike my job (Attitude)
Ill get another job (Behaviour)
Job satisfaction
collection of attitudes/feelings about job
- facet satisfaction
- overall satisfaction
facet satisfaction
tendency for an employee to be more or less satisfied with facets of the work
Overall satisfaction
summary indicator of a person’s attitude towards his job that uses all facets
Job descriptive index
popular measure of satisfaction: around 5 facets:
- people
- pay
- supervision
- promotions
- work itself
discrepancy theory
job satisfaction is the function of discrepancy between what you think you should receive vs. what you actually receive
Fairness
comparing yourself to another: what people want from their jobs and how it compares to what others have
Distributive fairness
fairness occurs when people receive the outcomes they think they deserve from their jobs
Equity theory (understanding how people determine what is fair)
comparison of the inputs one invests and outcomes receives compared to someone else (my outcome/my input = other’s outcome/other’s input)
Outcomes should be tied to inputs
Procedural fairness
process to determine work outcomes is seen as reasonable
Factors of procedural fairness
- follow consistent procedures over time and across people
- uses accurate info and appears unbiased
- two way communication during allocation process
- welcomes appeals of allocation
dissatisfaction is maximized when
people believe they would have obtained a better outcome if a different method would have been used
Interactional fairness
people feel they have received respectful communication about an outcome
Dispositional view of job satisfaction
inherent personality traits makes people more/less satisfied regardless of discrepancies
- extraverted /conscientious = more satisfied
- high in neuroticism = less satisfied
- high self-esteem/internal locus of control = more satisfied
mood/tempers
less intense than emotions, more diffused, long term
emotions
intense, short term, from particular event
mood and emotion can influence job satisfaction through
emotional contagion (spread throughout a group) need for emotional regulation (conform to display rules) emotional labour (exaggerate positive, hide negative)
Consequences of emotional regulation
hide negative =lower job satisfaction, increase stress
show positive = improve job satisfaction
job satisfaction is a function of
individual differences: disposition, mood, emotion
situation: discrepancy, fairness, challenging work, compensation, career opportunities and relationships
job satisfaction and absenteeism/turnover/performance
high satisfaction = lower absences, turnover and high performance
mentally challenging work
test employee’s abilities, skills, work autonomy, involving and important
adequate compensation
pay and satisfaction positively correlated
career opportunities
availability of promotion (material and social) and opportunities
People
friendly, considerate, others to help, friendliness aspect
absenteeism
correlated to job satisfaction- some org have policies that influence more than job satisfaction
turnover
moderate strong connection between job satisfaction and turnover
job satisfaction, commitment to org and shocks are related to turnover
Honeymoon-hangover effect
decrease in satisfaction -> turnover -> high satisfaction at new job (bad facets not yet known) –> bad facets known (hangover)
Organizational citizenship behaviour
OCB is behaviour that is voluntary, not recognized by reward system, promotes effective functioning of organization
Defining characteristics OCB
voluntary, spontaneous, contributes to effectiveness, not explicitly rewarded
fairness in OCB
distributive is important but procedural/interactional critical
examples of good OCB
helping another worker, friendly, volunteering for extra work, attention to detail
Organizational commitment
attitude reflect the strength of the linkage between employee and organization: 3 types
- affective commitment
- continuance
- normative commitment
Affective commitment
based on person’s identification and involvement with organization: stay with organization because they want to
key contributors of affective commitment
interesting, satisfying work, role clarity, meeting expectations
continuance
based on costs incurred in leaving an organization (you have to be there)
key contributors of continuance commitment
leaving = personal sacrifice, no other alternative
more time spent at organization = higher continuance commitment
normative commitment
ideology/ feeling of obligation (you feel you should be there)
key contributors of normative commitment
benefits that build a sense of obligations
strong identification with organization’s product or servie
loyalty through socialization
consequences of organizational commitment
reduce turnover, affective = performance, continuance = less performance,
high levels of commitment =conflict life and work, can lead to unethical behaviour, lack of innovation
