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COMM 222 > chapter 4 - Values, Attitudes > Flashcards

chapter 4 - Values, Attitudes Flashcards

1
Q

Values

A

broad tendencies to prefer certain state of affairs over others (what we consider good or bad)

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2
Q

Values are

A

motivational: signal how we believe we should/not behave
general: do not predict behaviour itself in specific situations

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3
Q

Generations in values

A
  1. traditionalists: 1922-1945
  2. Baby boomers: 1946-1964
  3. Generation X: 1965-1980
  4. Millenials: 1981-2000
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4
Q

Traditionalists values

A

Stereotypes: respect authority, high work ethic
Assets: hard-working, stable, loyal, thorough, emotional maturity
Leadership preference: fair, consistent, clear, direct, respect

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5
Q

Baby boomers values

A

Stereotypes: optimistic workaholics, fake
Assets: team, dedicated, experienced, knowledge, service
Leadership preference: equals, warm-caring, democratic

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6
Q

Generation X values

A

Stereotypes: cynical, confident, pragmatic
Assets: independent, adaptable, creative, technological, challenge status quo
Leadership style: direct, competent, genuine, informal, flexible, love learning

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7
Q

Millenials

A

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

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8
Q

Generations X and Y compared to others

A

value money, status and rapid career growth

see work as less central

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9
Q

work centrality

A

work valued differently across cultures: some culture it is central life interest -> work more hours

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10
Q

Hofstede 4 dimensions of work values across cultures

A

Power distance
Uncertainty avoidance
Masculinity/femininity
individualism/collectivism

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11
Q

Power distance

A

unequal distribution of power is accepted by society members

small: inequality minimal, superiors are accessible
large: inequality is natural, superiors are inaccessible

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12
Q

Uncertainty avoidance

A

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

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13
Q

Masculinity/Femininity

A

Masculine: differentiate gender roles, support dominance of men and stress economic performance
Femininity: fluid gender roles, stress sexual equality and quality of life

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14
Q

Individualism vs collectivism

A

individualism: independence, individual initiative and privacy
collectivism: interdependence and loyalty to family

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15
Q

Canadian Michael Bond added to Hofstede 5th dimension

A

Long term/short term orientation

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16
Q

long term/short term

A

long term: persistence, perseverance, close attention to status differences
short term: personal steadiness, stability

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17
Q

attitudes

A

stable evaluation tendency to respond consistently
more specific than values
Values + beliefs –> attitude –> behaviour

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18
Q

example attitude

A

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)

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19
Q

Job satisfaction

A

collection of attitudes/feelings about job

  1. facet satisfaction
  2. overall satisfaction
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20
Q

facet satisfaction

A

tendency for an employee to be more or less satisfied with facets of the work

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21
Q

Overall satisfaction

A

summary indicator of a person’s attitude towards his job that uses all facets

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22
Q

Job descriptive index

A

popular measure of satisfaction: around 5 facets:

  • people
  • pay
  • supervision
  • promotions
  • work itself
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23
Q

discrepancy theory

A

job satisfaction is the function of discrepancy between what you think you should receive vs. what you actually receive

24
Q

Fairness

A

comparing yourself to another: what people want from their jobs and how it compares to what others have

25
Distributive fairness
fairness occurs when people receive the outcomes they think they deserve from their jobs
26
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
27
Procedural fairness
process to determine work outcomes is seen as reasonable
28
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
29
dissatisfaction is maximized when
people believe they would have obtained a better outcome if a different method would have been used
30
Interactional fairness
people feel they have received respectful communication about an outcome
31
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
32
mood/tempers
less intense than emotions, more diffused, long term
33
emotions
intense, short term, from particular event
34
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) ```
35
Consequences of emotional regulation
hide negative =lower job satisfaction, increase stress | show positive = improve job satisfaction
36
job satisfaction is a function of
individual differences: disposition, mood, emotion | situation: discrepancy, fairness, challenging work, compensation, career opportunities and relationships
37
job satisfaction and absenteeism/turnover/performance
high satisfaction = lower absences, turnover and high performance
38
mentally challenging work
test employee's abilities, skills, work autonomy, involving and important
39
adequate compensation
pay and satisfaction positively correlated
40
career opportunities
availability of promotion (material and social) and opportunities
41
People
friendly, considerate, others to help, friendliness aspect
42
absenteeism
correlated to job satisfaction- some org have policies that influence more than job satisfaction
43
turnover
moderate strong connection between job satisfaction and turnover job satisfaction, commitment to org and shocks are related to turnover
44
Honeymoon-hangover effect
decrease in satisfaction -> turnover -> high satisfaction at new job (bad facets not yet known) --> bad facets known (hangover)
45
Organizational citizenship behaviour
OCB is behaviour that is voluntary, not recognized by reward system, promotes effective functioning of organization
46
Defining characteristics OCB
voluntary, spontaneous, contributes to effectiveness, not explicitly rewarded
47
fairness in OCB
distributive is important but procedural/interactional critical
48
examples of good OCB
helping another worker, friendly, volunteering for extra work, attention to detail
49
Organizational commitment
attitude reflect the strength of the linkage between employee and organization: 3 types 1. affective commitment 2. continuance 3. normative commitment
50
Affective commitment
based on person's identification and involvement with organization: stay with organization because they want to
51
key contributors of affective commitment
interesting, satisfying work, role clarity, meeting expectations
52
continuance
based on costs incurred in leaving an organization (you have to be there)
53
key contributors of continuance commitment
leaving = personal sacrifice, no other alternative | more time spent at organization = higher continuance commitment
54
normative commitment
ideology/ feeling of obligation (you feel you should be there)
55
key contributors of normative commitment
benefits that build a sense of obligations strong identification with organization's product or servie loyalty through socialization
56
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

COMM 222 (7 decks)

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