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comm 222: organizational behavior > chapter 4: what are values > Flashcards

chapter 4: what are values Flashcards

1
Q

what are values?

A

A broad tendency to prefer certain states of affairs over others

what we believe in and support

what we consider good and bad

they are motivational

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2
Q

how are values motivational?

A

they signal how we should and should not behave

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3
Q

how are values very general?

A

they do not predict behaviour in specific situations very well

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4
Q

what are the four types of generations?

A

Traditionalists (1922-1945)

Baby Boomers (1946-1964)

Generation X (1965-1980)

Millennials (1981-2000)

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5
Q

name some of the stereotypes for boomers in the job market

A

Optimistic workaholics

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6
Q

name some of the stereotypes for generation x in the job market

A

Cynical, confident and pragmatic

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7
Q

name some of the stereotypes for millennials in the job market

A

Confident

social

demanding of feedback

somewhat unfocused

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8
Q

name some of the stereotypes for traditionalists in the job market

A

Respectful of authority

high work ethic

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9
Q

what are the basic dimensions in Hofstede’s Study

A

Power distance

Uncertainty avoidance

Masculinity/femininity

Individualism/collectivism

Long-term / Short-term orientation

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10
Q

what is the Hofstede’s Study

A

Hofstede questioned over 116,000 IBM employees in 40 countries about their work-related values

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11
Q

what is power distance?

A

The extent to which an unequal distribution of power is accepted by society members

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12
Q

Large power distance cultures

A

inequality is accepted as natural

superiors are inaccessible

power differences are highlighted

strong leaders have to be chosen

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13
Q

mall power distance cultures

A

inequality is minimized

superiors are accessible

power differences are downplayed

Canada stands way more here

self managed groups are gyuer

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14
Q

what is Uncertainty Avoidance?

A

The extent to which people are uncomfortable with uncertain and ambiguous situations

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15
Q

Masculine cultures

A

clearly differentiate gender roles

support the dominance of men and stress economic performance

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16
Q

Feminine cultures

A

accept fluid gender roles, stress sexual equality and stress quality of life

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17
Q

Individualistic societies

A

independence

individual initiative

privacy

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18
Q

Collective cultures

A

interdependence

loyalty to family or clan

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19
Q

Cultures with a long-term orientation

A

persistence

perseverance

thrift

close attention to status differences

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20
Q

Cultures with a short-term orientation

A

personal steadiness and stability

face-saving

social niceties

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21
Q

what are attitudes?

A

response to a specific target, an object, situation, person, or category of people

often influence our behaviour

Attitude →Behaviour

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22
Q

are attitudes always consistent with behavior?

A

nah boyyy

ex:

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23
Q

Where do attitudes come from?

A

Attitudes are a function of what we think and what we feel

Attitudes are the product of a related belief and value

Belief + Value →Attitude →Behaviour

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24
Q

how can values be changed?

A

try to change a certain belief

it is easier to change for a belief or experience

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25
Q

what is job satisfaction?

A

ttitudes that workers have about their jobs

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26
Q

what are the two aspects of satisfaction

A

overall satisfaction

facet satisfaction

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27
Q

overall satisfaction

A

summary indicator of a persons’ attitude toward his or her job

cuts across the various facets

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28
Q

facet satisfaction

A

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

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29
Q

name some Job Satisfaction Facets

A

The work itself

Compensation

Recognition

Benefits

Working conditions

Supervision

Co-workers

Organizational policy

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30
Q

Determines Job Satisfaction?

A
  1. Discrepancy Theory
  2. Fairness
  3. Disposition
  4. Job Characteristics
  5. Moods & Emotions
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31
Q

Fairness

A

How fairly you perceive you are being treated

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32
Q

Disposition

A

Some are predisposed (ie. personality) to be more of less satisfied

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33
Q

Job Characteristics

A

Intellectually challenging work

adequate compensation

career opportunities

people

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34
Q

Moods & Emotions

A

Feelings

35
Q

what does fairness affect

A

what people want from their jobs

how they react to the inevitable discrepancies of organizational life

36
Q

what are the three basic kinds of fairness?

A

Distributive fairness(Equity Theory)

Procedural fairness

Interactional fairness

37
Q

what does the equity theory compare?

A

The inputs one invests in a job

The outcomes one receives

In comparison with the inputs and outcomes of another person or group

38
Q

when will Equity will be perceived?

A

My outcomes / my inputs = Other’s outcomes / Other’s inputs

39
Q

what does the equity theory possess?

A

important implications for job satisfaction

40
Q

what are the consequences of job satisfaction?

A

Absence from work

Turnover

Performance

Organizational citizenship behaviour

Customer satisfaction and profit

41
Q

true or false

Research has found that job satisfaction is associated with higher job performance?

A

truuuue

42
Q

is job satisfaction the only factor to job performance??

A

nah boyyyy

43
Q

what is the most important satisfaction facet for stimulating performance?

A

the content of the work itself

44
Q

Organizational Citizenship Behaviour (OCB)

A

voluntary, informal behaviour that contributes to organizational effectiveness

he formal performance evaluation system does not detect and reward it

45
Q

true or false

Job satisfaction contributes greatly to the occurrence of OCB, more than it does to regular task performance

A

truuuue

46
Q

what can a lack of understanding in cross cultural differences do?

A

can cause foreign assignments to terminate early

can cause business negotiations to fail

47
Q

what is work centrality?

A

the way people perceive work as a central life interest

48
Q

true or false

work is valued all the same across cultures

A

false

Work is valued differently across cultures

49
Q

tyre or false

People for whom work was a central life interest work more hours

A

trueeeee

50
Q

true or false

A

Cross-cultural differences in work centrality can lead to adjustment problems for foreign
employees and managers

51
Q

what are some of the factors that structure our values?

A

achievement

power

autonomy

conformity

tradition

social welfare

52
Q

Strong uncertainty avoidance cultures

A

stress rules and regulations

hard work

conformity and security

they are against unorthodox practices

53
Q

Weak uncertainty avoidance cultures

A

less concerned with rules, conformity and security

hard work is not seen as a virtue

risk taking is valued

54
Q

what do managers do in North America that make the there is less power distance?

A

encourage work participation and decision making by employees

55
Q

true or false

values are more specific than attitudes

A

false booooy

attitudes are more specific than values

56
Q

with the values, attitudes, and beliefs

which cause which?

A

Values + Beliefs (can change) →

Attitude → Behaviour

57
Q

what causes behavior to correspond with attitudes?

A

when people have direct experience with target of the attitude

58
Q

what does the disrepancy theory explain?

A

fav satisfaction is function of discrepancy between the job outcomes people want and the outcomes they perceive that they obtain

what you think you should receive

vs

what you actually receive

59
Q

what is distributive fairness

A

fairness that occurs when people r eceive the o utcomes they think they deserve from their jobs

60
Q

what is procedural fairness

A

fairness that occurs when the process to determine work outcomes is seen as reasonable

performance evaluations, pay raises, promotions, layoffs, and work assignments

los procedimientos

61
Q

how do you know when procedural fairness is achieved?

A

Follows consistent procedures over time and across people.

Uses accurate info and appears unbiased.

Allows two-way communication during the allocation process.

Welcomes appeals of the procedure allocation

62
Q

what is the interactional fairness ?

A

occurs when people f eel they have received respectful and informative communication about an outcome

63
Q

why is interactional fairness important?

A

because it is possible for absolutely fair outcomes or procedures to be perceived as unfair

they can be inadequately or uncaringly explained

64
Q

what is employee turn over

A

when employees quit

65
Q

is employee turnover expensive?

A

yeeeee

66
Q

the honeymoon hangover effect

A

decrease in job satisfaction often precedes turnover

those who quit experience a boost in job satisfaction on their new job

bad facets of the new job are not yet apparent

67
Q

is ocb voluntary?

A

yeeee boooy

68
Q

is ocb spontaneous

A

yeeee boyyyy

69
Q

is fairness the key to ocb

A

yeeeeeee

70
Q

which are the most crucial s¡types of fairness that influence ocb

A

procedural fairness

interactional fairness

71
Q

organizational commitment, what is it boyyy?

A

attitude that reflects the strength of the linkage between an employee and an organization

its how committed an employee is to his job organization

72
Q

affective commitment

A

Commitment based on a person’s identification & involvement with an organization

they way they identify with it

73
Q

why do people with high affective commitment people stay with their organizations

A

because they want to

74
Q

what are the three aspects of organizational commitment

A

affective commitment

continuance

normative commitment

75
Q

what are key contributors to affective commitment

A

interesting, satisfying work

Role clarity & having one’s expectations met after being hired

76
Q

continuance

A

costs that would be Incurred in leaving an organization

77
Q

why do people with high continuance commitment stay with their jobs?

A

because they have to

sacrifice too high

job market trash

78
Q

true or false

Continuance commitment increases with the time a person is employed by an organization

A

t r u e

79
Q

normative commitment

A

ideology or a feeling of obligation to an organization (you feel you should be there)

80
Q

what are key contributors to normative commitment

A

benefits that build a sense of obligation to the organization. Volunteering.

Strong identification with an organization’s product or service

Socialization practices that emphasize loyalty to the organization

81
Q

affective commitment is positively or negatively related to performance

A

positively

82
Q

continuance is positively or negatively related to performance

A

negatively

you just don’t wanna be fired

83
Q

what are the negative consequences of high commitment

A

conflicts between family and work life

commit unethical and illegal behavior

lack of innovation and resistance to change

comm 222: organizational behavior (13 decks)

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