Chapter 4: Values, Attitudes, and Behaviour Flashcards
Values
Broad tendency to prefer certain states of affairs over others.
Traditionalists (Born 1922-1945)
Workplace Assets: Hard working, stable, loyal, thorough, detail-oriented, focused, emotional maturity
Leadership Style: Fair, consistent, clear, direct, respectful
Baby Boomers (Born 1946-1964)
Workplace Assets: Team perspective, dedicated, experienced, knowledgeable, service-oriented
Leadership Style: Treat as equals, warm and caring, mission-defined, democratic approach
Generation X (Born 1965-1980)
Workplace Assets: Independent, adapable, creative, techno-literate, willing to challenge the status quo
Leadership Style: Direct, competent, genuine, informal, flexible, result-oriented, supportive of learning opportunities
Millennials (Born 1981-2000)
Workplace Assets: Optimistic, multitasking, tenacious, tech savvy, driven to learn/grow, team-oriented, socially responsible
Leadership Style: Motivational, collaborative, positive, educational, organized, achievement-oriented
5 Basic dimensions, work-related values that differ across culture
Power Distance, Uncertainty Avoidance, Maculinity/Femininity, Individualism/ Collectivism, Long-term/Short-term orientation
Power Distance
Extent to which an unequal distribution of power is accepted by society members.
Large: Phillipines, Russia, and Mexico
Small: Denmark, NZ, Israel and Austria
Uncertainty Avoidance
Extent to which people are uncomfortable with uncertain and ambiguous situations.
Strong: Japan, Greece, and Portugal
Weak: Singapore, Denmark, and Sweden
Maculinity/Femininity
Extent to which sexual equality is embraced, two aspects: assertiveness and value in gender equality.
Masculine: Slovakia and Japan, then Mexico, Austria
Feminine: Scandinavia
Individualism/ Collectivism
Extent societies stress independence, two aspects: stress of collective distribution of resources and amount of group eliciting loyalty.
Individualistic: USA, Aus., GB and Canada
Collective: Venezuela, Colombia, and Pakistan
Long-term/Short-term orientation
Thrift and status differences vs Stability/saving and social niceties.
Long-term: China, HK, Taiwan, Japan, and South Korea
Short-term: USA, Canada, GB, Zimbabwe, and Nigeria
Attitude
Fairly stable evaluation tendency to repond consistently to some specific object, situation, person or category of people.
Job Satisfaction
A collection of attitudes tha workers have about their jobs.
Discrepancy Theory
A theory that job satisfaction stems from the discrepancy between the job outcomes wanted and the outcomes that are perceived to be obtained.
Distributive fairness
Fairness that occurs when people receive the outcomes they think they deserve from their jobs.
Equity Theory
A theory that job satisfaction stems from a comparison of the inputs one invests in a job and the outcomes one receives in comparison with the inputs and outcomes of another person or group.
Procedural fairness
Fairness that occurs when the process used to determine work outcomes is as reasonable.
Interactional fairness
Fairness that occurs when people feel they have received respectful and informative communication about an outcome.
Emotions
Intense, often short-lived feelings caused by a particular event.
Moods
Less intense, longer-lived, and more diffuse feelings.
Emotional contagion
Tendency for moods and emotions to spread between people or throughout a group.
Emotional regulation
Requirement for people to conform to certain “display rules” in their job behaviour is spite of their true mood or emotions.
Key Contributors to Job Satisfaction
Mentally challenging work, adequate compensation, career opportunities, and people.
Honeymoon-hangover effect
Rise and dip in job satisfaction following after a job change.
Organizational citizenship behaviour (OCB)
Voluntary, informal behaviour that contributes to organizational effectiveness.
Degree of Withdrawal
Reduced OCB -> Lateness -> Absenteeism -> Turnover
Organizational commitment
An attitude that reflects the strength of the linkage between an employee and an organization.
Affective commitment
Commitment based on identification and involvement with an organization.
Continuance commitment
Commitment based on the costs that would be incurred in leaving an organization.
Normative commitment
Commitment based on ideology or a feeling of obligation to an organization.
