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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
Q

Distributive fairness

A

fairness occurs when people receive the outcomes they think they deserve from their jobs

26
Q

Equity theory (understanding how people determine what is fair)

A

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
Q

Procedural fairness

A

process to determine work outcomes is seen as reasonable

28
Q

Factors of procedural fairness

A
  • 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
Q

dissatisfaction is maximized when

A

people believe they would have obtained a better outcome if a different method would have been used

30
Q

Interactional fairness

A

people feel they have received respectful communication about an outcome

31
Q

Dispositional view of job satisfaction

A

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
Q

mood/tempers

A

less intense than emotions, more diffused, long term

33
Q

emotions

A

intense, short term, from particular event

34
Q

mood and emotion can influence job satisfaction through

A 
emotional contagion (spread throughout a group)
need for emotional regulation (conform to display rules)
emotional labour (exaggerate positive, hide negative)
35
Q

Consequences of emotional regulation

A

hide negative =lower job satisfaction, increase stress

show positive = improve job satisfaction

36
Q

job satisfaction is a function of

A

individual differences: disposition, mood, emotion

situation: discrepancy, fairness, challenging work, compensation, career opportunities and relationships

37
Q

job satisfaction and absenteeism/turnover/performance

A

high satisfaction = lower absences, turnover and high performance

38
Q

mentally challenging work

A

test employee’s abilities, skills, work autonomy, involving and important

39
Q

adequate compensation

A

pay and satisfaction positively correlated

40
Q

career opportunities

A

availability of promotion (material and social) and opportunities

41
Q

People

A

friendly, considerate, others to help, friendliness aspect

42
Q

absenteeism

A

correlated to job satisfaction- some org have policies that influence more than job satisfaction

43
Q

turnover

A

moderate strong connection between job satisfaction and turnover
job satisfaction, commitment to org and shocks are related to turnover

44
Q

Honeymoon-hangover effect

A

decrease in satisfaction -> turnover -> high satisfaction at new job (bad facets not yet known) –> bad facets known (hangover)

45
Q

Organizational citizenship behaviour

A

OCB is behaviour that is voluntary, not recognized by reward system, promotes effective functioning of organization

46
Q

Defining characteristics OCB

A

voluntary, spontaneous, contributes to effectiveness, not explicitly rewarded

47
Q

fairness in OCB

A

distributive is important but procedural/interactional critical

48
Q

examples of good OCB

A

helping another worker, friendly, volunteering for extra work, attention to detail

49
Q

Organizational commitment

A

attitude reflect the strength of the linkage between employee and organization: 3 types

  1. affective commitment
  2. continuance
  3. normative commitment
50
Q

Affective commitment

A

based on person’s identification and involvement with organization: stay with organization because they want to

51
Q

key contributors of affective commitment

A

interesting, satisfying work, role clarity, meeting expectations

52
Q

continuance

A

based on costs incurred in leaving an organization (you have to be there)

53
Q

key contributors of continuance commitment

A

leaving = personal sacrifice, no other alternative

more time spent at organization = higher continuance commitment

54
Q

normative commitment

A

ideology/ feeling of obligation (you feel you should be there)

55
Q

key contributors of normative commitment

A

benefits that build a sense of obligations
strong identification with organization’s product or servie
loyalty through socialization

56
Q

consequences of organizational commitment

A

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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