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Chapter 2

MHR 405 Chapter Notes - Chapter 2: Job Satisfaction, Future Orientation, Employee Engagement


Department
Human Resources
Course Code
MHR 405
Professor
Shannon Reilly
Chapter
2

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CHAPTER 2
CREATING A POSITIVE WORK ENVIORNMENT: ATTITUDES, VALUES, ETHICS
WHY IS IT IMPORTANT TO CREATE A POSITIVE WORK ENVIORNMENT
۰ Employees today desire a greater balance and harmony between work and personal life and are willing to give up 21%
of their work hours and salary to achieve that
۰ High performing organizations: those that produce extraordinary results and sustain this performance over time and
over changing market conditions. These organizations adapt industry best practices while preserving their unique
processes. They view failure as opportunities for continuous learning.
۰ They have adopted a triple bottom line attitude: measuring performance, adding social and environmental dimensions
to the traditional monetary benchmark.
۰ Best practice methods: The processes, practices, and systems that an organization does particularly well and that are
widely recognized as improving the organizations performance and efficiency in specific areas.
۰ These organizations bring the “outside in” while maintaining their “signature processes” – processes that have evolved
from management’s values and aspirations that embody a company’s history and are unique to that organization.
WHAT DOES A POSITIVE WORK ENVIORNMENT LOOK LIKE?
۰ A positive work environment can mean different things in different organizations and it can mean different thing to
different people
۰ Three critical elements that all organizations must consider if they are serious about creating and sustaining a positive
place to work; organizational environment, components of a job and understanding individual differences
1.Organizational Environment
۰ The culture is strong, adaptive and strategically appropriate; leaders influence, motivate and enable others
۰ Values are clear; leaders express the values in a consistent fashion, acting as role models to ensure alignment across the
organization
۰ Communication is open and supports knowledge management, problem solving, and effective coordination of work
۰ Decision making is ethical and self serving political behaviours are minimized.
2.Components of a Job
۰ Jobs are designed to optimize employee motivation
۰ Clear roles, goal that match abilities and skills
۰ Clearly articulate the purpose of the job, how the job contributes to the success of the organization and how an
individual can contribute to that success.
3.Understanding Individual Differences
۰ Understand the differences that employees bring and leverage these differences
۰ The values, attitudes and personality traits the employees express
۰ How they respond to situations from an emotional and ethical perspective.
VALUES
۰ Key source for individual differences
۰ Enduring beliefs that a specific mode of conduct or end state of existence is personally or socially preferable to an
opposite or converse mode of conduct or end state of existence
۰ Values guide behaviour by providing criteria that an individual can use to evaluate and define actions and events in the
work surrounding him or her
Instrumental and Terminal Values
۰ Instrumental values reflect the means to achieve goals; represent the acceptable behaviors to be used in achieving some
end state. These include; ambition, honesty, self-sufficiency, responsibility, independence and courage
۰ Terminal values represent the goals to be achieved or the end states of existence. These include; happiness, love,
pleasure, self-respect, social respect, equality, and freedom
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