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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
Job Satisfaction
Collection of attitude that people have about their jobs
26
2 types of job satisfaction
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
Job descriptive index (JDI)
- Pay satisfaction - Promotion satisfaction - Supervision satisfaction - Co-worker satisfaction - Work satisfaction
28
What determines job satisfaction?
Difference in beliefs & values about job
29
Discrepancy Theory of Job Satisfaction
job satisfaction stems from the difference between job outcomes wanted & outcomes that are perceived to be obtained
30
Equity Theory
ppl compare input that they invest in a job & output they receive, to others
31
Equity - Procedural
Procedural : whether process to determine outcome is reasonable & fair
32
Equity - Interactional
Interactional: when ppl receive respectful & informative communication & explanation about the outcome
33
Equity - Disposition
Disposition: personality characteristics contribute to job satisfaction (remember OCEAN) Ex : extraverted tends to be more satisfied
34
Equity - Mood & Emotion
Moods: less intense, longer lived, & more diffuse feelings Emotion: intense, often short lived cause by particular event
35
Emotional Contagion
tendency for mood & emotion to spread within a group
36
Emotional Labour
requirement for employee to behave according to display rules, despite of their true mood & emotion
37
Contributors to job satisfaction
- Mentally challenging work - Meaningful work - Adequate compensation - Career opportunities - People
38
Dirty work
job that have pyhsical, social, or moral stigma
39
Characteristics of Dirty Work
- Physically tainted - Socially tainted - Morally tainted
40
Consequences of job satisfaction
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
Details for Absence from work
- 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
Organizational Citizenship Behaviour (OCB)
voluntary behavior that contributes to org. effectiveness (going above & beyond)
43
Forms of OCB
- 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
Organizational commitment
Reflects the strength of link between employee & org
45
3 different types of organizational commitment
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
Impact combinations
- AC + NC --> Reduce turnover - AC --> High performance - CC --> Low performance - High CC + low AC --> Poor performance
47
Commitment Profiles
- 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
Key contributors to org. commitment
- 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
Consequence of high org. commitment
- 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
Impact of changes in workplace to employee comitment
- 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 (12 decks)

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