MGIB02H3 Lecture Notes - Lecture 8: Total Quality Management, Job Satisfaction, Minsk National Airport
MGIB02: International Organizational Behaviour
Chapter 4 Notes (Lec 08)
Class 8 (Chapter 4 p. 126-152)
Values are:
●The broad tendency to prefer certain states of affairs over others
○“Preference” refers to what we consider good or bad
●MOTIVATIONAL = Signal the attractive and unattractive things in our environment
●Values focus on achievement, power, autonomy, conformity, tradition and social wellbeing
●Signals about how we should or should not behave
Generational Differences
TRADITIONALISTS (1922-45)
BABY BOOMERS (1946-64)
GENERATION X (1965-80)
MILLENNIALS (1981-2000)
8%
Hardworking, stable, loyal,
focused, detail-oriented,
emotional maturity
44%
Team-oriented,
experienced,
knowledgeable,
service-oriented
34%
Independent, adaptable,
creative, tech-literate
14%
Optimistic, able to multitask,
tenacious, socially-responsible,
tech-savvy
Key Trends
- Experienced 2 wars
- Respectful of authority
- Ethical
Key Trends
- Optimistic
- Workaholic
Key Trends
- Dual-Career Families
- Cynical, confident
- Strive for work-life balance
- Work is LESS central
- Value leisure
- Value money and rapid growth
Key Trends
- Increase in divorce rates
- Confident, desires feedback
- Unfocused
- Accepting of diversity
- Work is LESS central
- Value leisure
Note
Value differences underlie the different workplace assets and leadership styles that should be used
Cultural Differences in Values
●Culture influences attitudes and behaviours through values
→ We must understand cultural differences because OB theories, research and practices in North
America may not translate in other
1. Work Centrality
How centralized work is considered in each country
●Japan is highest, US and Canada are average, Britain is low
○Highest countries would work regardless of if they got a promotion, won the lottery
○Highest work late hours and lowest end work early
2. Hofstede’s Study (4 MAIN ONES RELATED TO BUSINESS)
●Power Distance
●Uncertainty Avoidance
●Masculinity vs. Femininity
●Individualism vs. Collectivism - How much the collective distribution of resources is stressed and how
much one’s group or organization elicits loyalty
3. Cultural Distance
Extent to which cultures differ in values
●US and Canada are very similar; Japan is very different
●Cultural distance impedes communication, negotiations, mergers, acquisitions and joint ventures
○However, it is beneficial
Implications of Cultural Variations
Exporting OB Theories
MGIB02: International Organizational Behaviour
Chapter 4 Notes (Lec 08)
North American OB theories may not translate in other countries
Importing OB Theories
Not all theories are designed in North America
●“Japanese management”
○Quality circles, total quality management, just-in-time production
○Some success stories, but Japanese and American culture are still too different
○Japan has a high employment security; workers work efficiently, take risks and speak up
○Americans are uncertain about this
Appreciating Global Customers
Essential to understand the needs and tastes of customers or clients around the world
ex: The initial French response to Disneyland Paris was unenthusiastic because Disney failed to appreciate French
tastes in food, lifestyle and entertainment
Developing Global Employees
●It is not natural to practice other cultures
●Management must select, train and develop employees to have a better appreciation of differences
●GOAL: Foster cultural intelligence = Capacity to function and manage well in a culturally diverse
environment
An Attitude is:
Stable evaluative tendency to respond consistently to some specific object, situation, person or category of
people
●Function of what we think and feel
●BELIEF + VALUE = Attitude → Behaviour
○“My job is interfering with my family life” (Belief)
○“I dislike anything that hurts my family” (Value)
○“I dislike my job” (Attitude)
○“I will quit my job” (Behaviour)
Job Satisfaction
Collection of attitudes that people have about their jobs
There are 2 aspects of satisfaction:
1. Facet Satisfaction = Tendency for an employee to be more/less satisfied with various facets of the job
●“I love my work but hate my boss” or “I hate this place but love the people”
●Different attitudes towards separate facets of the job
2. Overall Satisfaction = Overall summary indicator of a person’s attitude towards their job that cuts across various
facets
●“I like my job overall, but a couple of aspects could be improved”
●Job Descriptive Index (JDI) = People, pay, supervision, promotions, work itself
●Minnesota Satisfaction Questionnaire (MSQ) = Respond to various aspects of the job on the scale from
“very satisfied” to “very dissatisfied”
What Determines Job Satisfaction?
1. Discrepancy
Job satisfaction is based on values and beliefs; therefore, these two can be different regardless of if the job title is
the same
→ Discrepancy Theory of Job Satisfaction = Satisfaction is a function of the discrepancy between the outcome
people want and the outcome they think they can obtain
MGIB02: International Organizational Behaviour
Chapter 4 Notes (Lec 08)
2. Disposition
Personality traits due to genetics (dispositional) contribute to job satisfaction
→ Job satisfaction is centered around the Big 5
→ Dispositionally extraverted or conscientious = More satisfied with their job
4. Mood and Emotion
Emotions = Intense, often short-lived, and caused by a particular event such as a bad performance appraisal →
Joy, pride, anger, fear, and sadness.
Moods = Less intense, longer-lived, and more diffuse feelings
Note
Emotional Contagion = Tendency for moods and emotions to spread between people or throughout a group →
People’s emotions sp3ead through interaction
Emotional Regulation = Regulation for people to conform to certain “display rules” in their job behaviour, in spite
of their true mood or emotions
ex: Customer service representatives/flight attendants always being polite and charismatic
→ Also called Emotional Labour
→ Constantly conforming to a certain behaviour increases job dissatisfaction and stress
5. Fairness
Affects what people want from their jobs and how they react to the inevitable discrepancies of organizational life
There are three kinds of FAIRNESS:
1. Distributive Fairness
People receive the outcome they think they deserve from their job
→ Ultimate distribution of work rewards and resources
We determine what is fair with the Equity Theory = Inputs that people put in and outcomes that the job provides
are compared to the inputs and outcomes of another relevant person
→ (My outcomes / My inputs) = (Others’ outcomes / Others’ inputs)
Inputs = Anything the individual puts into the company
→ Education, training, seniority, hard work, and high-quality work
Outcomes = Anything the organization distributes to employees in return for their inputs
→ Pay, career opportunities, supervision, the nature of the work
Other = Co-worker performing the same job, a number of co-workers, or even one’s conception of all the
individuals in one’s occupation
→ CEO of Microsoft compares his outcome/input ratio with the CEOs of Google
2. Procedural Fairness
Individuals see the process used to determine outcomes as reasonable; that is, rather than involving the actual
distribution of resources or rewards, it is concerned with how these outcomes are decided and allocated
→ Dissatisfaction will be “maximized when people believe that they would
have obtained better outcomes if the
decision maker had used other procedures that should
have been implemented
3. Interactional Fairness
People feel that they have received respectful and informative communication about some outcome
→ Respectful communication is sincere and polite and treats the individual with dignity; informative
communication is candid, timely and thorough
Document Summary
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