Values, attitudes, emotions, work behaviour Flashcards
Values
Stable, evaluative, broad tendencies/preferences
Define right/wrong, good/bad – what we “ought” to do
Direct our motivation, attitudes, perceptions, and behaviour
Learn through reinforcement
Differ across cultures, generations
Cultural Values
Work Centrality
How central is work in life.
Work itself values differently across cultures
Cultural Values: Hostede’s Dimensions
Power distance
Accept unequal distribution of power.
Power distance: high
Value obedience to authority
Comfortable receiving commands from superiors
Prefer formal rules and authority to resolve conflicts
Low power distance
Expect relatively equal power sharing
View relationship with boss as interdependence, not dependence
Individualism
The degree to which people value personal freedom, self- sufficiency, control over themselves, being appreciated for unique qualities, privacy.
Collectivism
The degree to which people value their group membership and harmonious relationships within the group. Interdepence, loyalty.
femininity
Feminine cultures emphasise quality of life. Treat women as the equals of men. Accept gender fluidity
Uncertainty avoidance
the extent to which people are uncomfortable with ambiguous situations.
Structured situations, rules favoured to avoid uncertainty.
Low avoidance cultures are adaptive to changes. Less concerned with rules.
Long term
focuses on future. Values thrift, persistence, multiple truths.
Short-term
values present/near future, short term, absolute truth.
Attitudes
A fairly stable tendency to respond consistently to some specific target (e.g., person, situation, etc.)
Often positive or negative toward the target
Less stable, more specific than values
Beliefs and values form attitude (think +feel)
Why do We Care About Attitudes
Because attitudes can predict behavior - Sometimes
How do Attitudes Relate to Behaviour
Long assumed that attitudes predict behavior:
Attitude → Behaviour
Research suggests that the relationship is often weak and complicated (norms surrounding that beh)
Behaviour → attitude
Self Perception Theory
: People make reasonable inferences about their attitudes based on perceptions of their behavior
Job Satisfaction
A collection of attitudes that workers have about their job”
How content one is with their job (or individual facets of their job)
Affective assessment
about positive feelings toward the job
Cognitive assessment
more of a rational assessment
Fairness (aka Organizational Justice)
Distributive (outcomes we receive)
Procedural (process to determine outcomes)
Interactional Justice (fairness of interpersonal treatment)
Interpersonal (respect & dignity of communication)
Informational (adequacy and appropriateness of explanation)
Equity Theory
Individuals compare their job inputs and outcomes with those of others and then respond so as to eliminate any inequities.
Equity is perceived when the following ratio is satisfied
Equity and Job Satisfaction
Inequity can cause dissatisfaction (unless you’re the beneficiary)
Work practices:
inking outcome to input.
Some responses to inequity
Change Inputs
Change Outcomes
Adjust Perceptions of Self
Adjust Perceptions of Others
Choose a Different Referent
Leave the Field
Affect
A broad range of feelings that people experience.
Emotions
Intense, temporary feelings that are directed at someone or something.
Positive emotions (e.g., happiness, joy, etc.)
Negative emotions (e.g., anger, anxiety, sadness, etc.)
Mood
Feelings that tend to be less intense than emotions and lack a contextual stimulus.
Importance of Emotions
Emotions are related to attitudes and behaviors
Can impact performance and satisfaction…
Emotional Labour
when an employee expresses organizationally desired emotions during interpersonal interactions.
Cultural tightness versus looseness:
the extent to which cultures have more or less strong standards for behaviour and sanctions for deviation from these standards
Tight
have strong, clear standards for behaviour and strong sanctions for deviation from these standards
Loose
more flexible in terms of how people are expected to behave and more forgiving of violations of expected behaviour
Facet satisfaction
is the tendency for an employee to be more or less satisfied with various facets of the job - statements that represent different attitudes toward sepeterate facets of the speaker’s job (love my work but hate my boss)
Overall satisfaction,
an overall or summary indicator of a person’s attitude toward the job that cuts across the various facets
Interactional Fairness
also called interactional justice - fairness that occurs when people feel they have received respectful and informative communication about an outcome
Disposition
underlying the dispositional view is the idea that some people are predisposed by virtue of their personalities to be more of less satisfied despite changes in discrepancy or fairness
Emotional contagion
tendency to moods and emotions to spread between people or throughout a group
Emotional labour
requirement for people to conform to emotional “display rules” in their job behaviour in spite of their true mood or emotions
Contributors to Job Satisfaction:
mentally challenging work, meaningful work, adequate compensation, career opportunites, and friendly or helpful colleagues
Organizational Citizenship Behaviour
Voluntary, informal behaviour that contributes to organizational effectiveness
Voluntary, spontaneous, contributes to organizational effectiveness, unlikely to be picked up and rewarded by the performance evaluation system
Ex: helping behaviour, good sport, courtesy and cooperation
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 or lack of suitable job alternatives
Negatively related to performance - burned our
Normative commitment -
commitment based on ideology or a feeling of obligation to an organization
Key Contributors to Organizational Commitment
Best predictor of strong affective commitment is interesting, satisfying work
Continuance commitment occurs when people feel that leaving the organization will result in personal sacrifice, or they perceive taht good alternative employment is lacking
normative commitment can be fostered by benefits that build a sense of obligation to the organization
Consequences of Organizational Commitment
High continuous commitment due to lack of alternatuces provokes dissatisfaction and stress, while high affective commitment is associated with elevated job satisfaction and lower work stress
All forms of commitment reduce turnover intentions and actual turnover
Lack of innovation
Changes in the workplace and employee commitment
three main areas
Changes in the nature of employees comittement to the organization
Changes in the focus of employees commitment
The multiplicity of employer - employee relationships withing orgnaizations
