Week 4 Flashcards
What are Values
A broad tendency to prefer certain states of affairs over others.
Values have to do with what we consider good and bad.
Values are motivational; they signal how we believe we should and should not behave.
Values are very general; they do not predict behaviour in specific situations very well.
People tend to hold values structured around such factors as achievement, power, autonomy,
conformity, tradition, and social welfare.
CULTURE: DEFINITION
Kluckhohn & Kroeber Def. of Culture
acquired & transmitted mainly by symbols,
constituting the distinctive achievements of human groups, including their embodiments in artefacts;
Culture consists of Traditional ideas & Values
Culture consists of patterned ways of:
Thinking Feeling and Reacting
HOFSTEDE’S STUDY
Geert Hofstede discovered four+ basic dimensions along which work related values differed across cultures:
Power distance
Unequal distribution of power is accepted by society members.
Individualism/collectivism
Individualistic societies stress independence, individual initiative, and privacy.
Collective cultures favour interdependence and loyalty to family or clan.
Masculinity/femininity
Masculine cultures differentiate gender roles, support the dominance of men, and stress economic performance.
Feminine cultures accept fluid gender roles, stress sexual equality, and stress quality of life.
Uncertainty avoidance
Level of comfort with uncertain and ambiguous situations.
Time Orientation
Long
term Orientation emphasizes thrift, persistence, and the future.
Short
term Orientation emphasizes the here and now.
Indulgence
The extent to which people control their desires and impulses
IMPLICATIONS OF CULTURAL VARIATION &OB
Organizations need to tailor management practices to the home
culture’s concerns.
Difficulties can arise due to basic value differences between Japan and North America. Eg “Japanese management” techniques, -such as quality circles, -total quality management, -just in time production. -Possible fixes? -Global employees -Customer appreciation
WHAT ARE ATTITUDES?
An attitude is a fairly stable evaluative tendency to respond consistently to some specific
object, situation, person, or category of people.
Behaviour corresponds with attitudes when there is direct experience with the target of the
attitude or attitude is held confidently.
Attitudes are a function of what we think and what we feel
Attitudes are the product of a related belief and value.
JOB SATISFACTION FACETS
A collection of attitudes that workers have about their jobs.
Facet satisfaction tendency for an employee to be more or less satisfied with various facets of the
job
Overall satisfaction an average or total of the attitudes individuals hold toward various facets of
the job.
Facets of Job Satisfaction:
The work itself
Compensation
Career opportunities (promotion)
Supervisor, coworkers
Organizational Policies
Working conditions
Determinants of job satisfaction
Discrepancies (pay content)
Mood and emotions
Fairness (distributive, procedural, interactional)
Dispositions
Discrepancy theory:
job satisfaction is a function of the discrepancy between the job outcomes people want and the outcomes that they
perceive they obtain.
There is strong evidence that satisfaction with one’s pay is high when there is a small gap
between the pay received and the perception of how much pay should be received.
Fairness
Issues of fairness affect both what people want from their jobs and how they react to
the inevitable discrepancies of organizational life.
Three kinds of fairness
Distributive fairness
Fairness that occurs when people receive the outcomes they think they deserve from their jobs. (Equity
theory)
Equity theory: My outcomes = Other’s outcomes
My inputs = Other’s inputs
Procedural fairness
Fairness in the processes used
Interactional fairness
Fairness that occurs when people feel that they have received respectful and informative communication about an outcome.
Positive dispositions
Extraversion Conscientious Self Esteem Internal Locus Control Optimism Proactivity
negative disposition
neuroticism
AFFECTIVE EVENTS THEORY
MOODS & EMOTIONS
Affect •broad label for feelings that includes emotions and moods.
Emotions •intense, often short lived feelings caused by a particular event such as a bad performance appraisal.
Moods
•less intense, longer
lived, more diffused
feelings.
Organizational events and happenings can provoke emotions and influence moods
depending on how they are appraised.
Emotions and moods can in turn influence job satisfaction
Emotional Regulations:
Requirement for people to conform to certain display rules in their job
behaviour in spite of their true mood or emotions emotional labour.
Exaggerate positive or suppress negative emotions.
Emotional Contagion
Tendency for moods and emotions to spread between people or
throughout a group.
Positive emotions more contagious than negative ones
