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Human Resource Management (2nd Year) Midterm > Chapter 4 : Values, Attitudes, & Work Behaviour > Flashcards

Chapter 4 : Values, Attitudes, & Work Behaviour Flashcards

1
Q

Values

A

Broad tendency to prefer certain situation over others

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2
Q

Preference

A

what we consider good & bad

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3
Q

Broad Tendency

A

values are general & don’t predict behaviour in specific situations

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4
Q

Difference in Values

A
  • Generation (age)
  • Culture
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5
Q

Work Centrality

A

how much does people emphasize work as a central life interest

Ex : japan has high work-centrality, while british has low work centrality

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6
Q

4 dimensions of work-related values differed across cultures (PUMIL)

A
  1. Power Distance
  2. Uncertainty Avoidance
  3. Masculinity/Feminimity
  4. Individualism/Collectivism
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7
Q

Power Distance

A

power inequality

Small : inequality is minimized
Big : inequality is natural

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8
Q

Uncertainty avoidance

A

How comfortable are we w/ uncertainty / ambiguity

Strong : emphasize rules, work hard

Weak : less concerned w/ rules, emphasize risk taking

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9
Q

Masculinity / femininity

A

Masculine : differentiate gender roles, men dominance, emphasize economic performance

Feminine : emphasize gender equality, value quality of life

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10
Q

Individualism/Collectivism

A

Individual : independence & privacy

Collectivist : loyalty to group

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11
Q

Long-term / short term orientation

A

Long term : persistence, saving up

Short term : personal stability, face saving, social niceties

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12
Q

Cultural Distance

A

to which extent culture differs in values

  • High distance impedes communication → makes negotiation, joint ventures more difficult
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13
Q

Cultural Tightness vs Looseness

A
  • Tight culture : clear standard & rules for behaviour & have sanctions for those who don’t follow
  • Loose culture : more flexible behaviour & more forgiving
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14
Q

Implications of cultural variations

A

1) Exporting OB theories
2) Importing OB theories
3) Appreciating global customers
4) Developing global employees

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15
Q

Exporting OB theories

A

each culture’s OB practices might not translate well to others

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16
Q

Importing OB theories

A

importing other culture OB practices might be hard cuz the value difference

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17
Q

Appreciating global customers

A

we need to understand our clients around the world

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18
Q

Developing global employees

A
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19
Q

Cultural Intelligence

A

capability to function & manage well in a culturally diverse environment

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20
Q

Attitudes

A

What we’re feeling, which impacts our behaviour later.

Ex : disliking our boss

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21
Q

Attitudes vs Behaviours

A

Different from behaviour → behaviour is the action

Ex : even tho we dislike our boss, we still be nice to them if we met them

22
Q

Types of attitudes

A
  • Job satisfaction
  • Fairness
  • org. commitment
23
Q

Combination of Belief + Value –> Attitude –> Behaviour

A
  • My job is disturbing my family life (belief)
  • I dislike anything that hurts my family (values)
  • I dislike my job (attitude)
  • I’ll search for another job (behaviour)
24
Q

Affective Events Theory

A

events at work influence the emotions we experience, and then impact our attitude

25
Q

Job Satisfaction

A

Collection of attitude that people have about their jobs

26
Q

2 types of job satisfaction

A

1) Facet satisfaction : focusing on more / less satisfied w/ an aspect of a job
Ex : “i love my work but i hate my boss”

2) Overall satisfaction : average / total of attitude employee have about their job
Ex : “on the whole, i like my job, although some aspect can be improved”

27
Q

Job descriptive index (JDI)

A
  • Pay satisfaction
  • Promotion satisfaction
  • Supervision satisfaction
  • Co-worker satisfaction
  • Work satisfaction
28
Q

What determines job satisfaction?

A

Difference in beliefs & values about job

29
Q

Discrepancy Theory of Job Satisfaction

A

job satisfaction stems from the difference between job outcomes wanted & outcomes that are perceived to be obtained

30
Q

Equity Theory

A

ppl compare input that they invest in a job & output they receive, to others

31
Q

Equity - Procedural

A

Procedural : whether process to determine outcome is reasonable & fair

32
Q

Equity - Interactional

A

Interactional: when ppl receive respectful & informative communication & explanation about the outcome

33
Q

Equity - Disposition

A

Disposition: personality characteristics contribute to job satisfaction (remember OCEAN)

Ex : extraverted tends to be more satisfied

34
Q

Equity - Mood & Emotion

A

Moods: less intense, longer lived, & more diffuse feelings

Emotion: intense, often short lived cause by particular event

35
Q

Emotional Contagion

A

tendency for mood & emotion to spread within a group

36
Q

Emotional Labour

A

requirement for employee to behave according to display rules, despite of their true mood & emotion

37
Q

Contributors to job satisfaction

A
  • Mentally challenging work
  • Meaningful work
  • Adequate compensation
  • Career opportunities
  • People
38
Q

Dirty work

A

job that have pyhsical, social, or moral stigma

39
Q

Characteristics of Dirty Work

A
  • Physically tainted
  • Socially tainted
  • Morally tainted
40
Q

Consequences of job satisfaction

A

1) Absence from work
2) Turnover: resignation from work
3) Performance
4) Organizational citizenship behaviour (OCB)
5) Counterproductive work behaviour
6) Customer’s satisfaction & profit

41
Q

Details for Absence from work

A
  • Some absence is unavoidable (sick)
  • Some org. have attendance control that influence absence more than satisfaction (ex : no pay for missed days)
  • Absenteeism culture (referring to to others)
42
Q

Organizational Citizenship Behaviour (OCB)

A

voluntary behavior that contributes to org. effectiveness (going above & beyond)

43
Q

Forms of OCB

A
  • Helping
  • Conscientiousness to the details of work
  • Ability to remain positive, composed, and cooperative in the face of the challenges, stress, and frustrations
  • Courtesy & cooperation
    Ex : warning a photocopier about a big job otw
44
Q

Organizational commitment

A

Reflects the strength of link between employee & org

45
Q

3 different types of organizational commitment

A

1) Affective commitment –> Person stay with org because they WANT to

2) Continuance commitment –> Cost that will incur if they leave org. / lack suitable job alternatives (they HAVE to)

3) Normative commitment –> Based on feeling of obligation (they THINK they SHOULD)

46
Q

Impact combinations

A
  • AC + NC –> Reduce turnover
  • AC –> High performance
  • CC –> Low performance
  • High CC + low AC –> Poor performance
47
Q

Commitment Profiles

A
  • Fully committed (high on all 3 type)
  • Weakly committed (low on all 3 type)
  • Affective dominant
  • Affective / normative dominant
  • Continuance dominant
  • Affective/continuance dominant
48
Q

Key contributors to org. commitment

A
  • Interesting, satisfying work –> Affective commitment
  • Length of time a person is in org. –> Continuance commitment
  • Benefits that build a sense of obligation / strong identification within an org. product / loyalty –> Normative commitment
49
Q

Consequence of high org. commitment

A
  • Imbalance between work & family life
  • Provoke unethical/illegal behavior
    Ex: general electric price-fixing conspiracy
  • Lack of innovation & resist change in culture (commitment to form of style of org.)
50
Q

Impact of changes in workplace to employee comitment

A
  • Changes in nature of employee commitment to the org.
  • Changes in focus of employee commitment
  • Multiplicity of employer-employee relationship within org. : have core group employee who have high affective commitment & those who commitment not critical

Human Resource Management (2nd Year) Midterm (6 decks)

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