BUS 272 Chapter Notes - Chapter 3: Consensus Decision-Making, Cubic Metre, Job Satisfaction

44 views4 pages

OC1094252

15 Aug 2016

School

Simon Fraser University

Department

Business Administration

Course

BUS 272

Professor

Christopher Zatzick

Page:

of 4

Ch. 3 – Values, Attitudes, and Diversity in the Workplace

- values affect our behaviours & attitudes, can have big impact on how ppl w/ diff backgrounds get along

in workplace

- values = basic convictions that “specific mode of conduct/end-state of existence is personally/socially

preferable to opposite/converse mode of conduct/end-state of existence”

 content attribute = says mode of conduct/end-state of existence is important

 intensity attribute = how important it is

- value system = ranking of indiv’s values in terms of their intensity

- values relatively stable & enduring

- most values formed in early years w/ input from parents, teachers, friends, others

 told certain behaviours/outcomes always desirable/always undesirable

 this absolute black/white characteristic of values ensures stability

- Rokeach Value Survey

 terminal values = desirable end-states of existence, goals indivs would like to achieve in lifetime

 i.e. prosperous life, equality, happiness, etc

 instrumental values = preferred modes of behaviour, means for achieving terminal values

 i.e. ambitious, open-minded, courageous, imaginative, etc

 balance b/t terminal & instrumental important

- Hofstede’s Framework for Assessing Cultures

 power distance = degree to which ppl in country accept that power in institutions & orgs

distributed unequally

 high rating: large inequalities of power & wealth exist & tolerated in culture, as in caste

system

 low rating: society stresses equality & opportunity

 individualism vs. collectivism

 individualism = degree to which ppl prefer to act as indivs rather than members of

groups, believe in indiv rights above all else

 collectivism = tight social framework in which ppl expect others in same group to look

after them & protect them

 masculinity vs. femininity

 masculinity = degree to which culture favours traditional masculine roles (achievement,

power, control) as opposed to viewing men/women as equals

 high masculinity: culture has separate roles for men & women, w/ men dominating

society

 high femininity: culture sees little differentiation b/t male & female roles, treats women

as equals of men in all respects

 uncertainty avoidance = degree to which ppl in country prefer structured over unstructured

situations

 high rating: ppl have increased level of anxiety about uncertainty & ambiguity, use laws &

controls to reduce uncertainty

 low rating: more accepting of ambiguity, less rule-oriented, take more risks, more readily

accept change

 long-term vs. short-term orientation

 long-term orientation = look to future & value thrift, persistence, tradition

 short-term orientation = value here & now, accept change more readily & don’t see

commitments as impediments to change

 indulgence vs. restraint = measures society’s devotion/lack thereof to indulgence

 indulgence = encourage relatively free gratification of basic & natural human desires

related to enjoying life

find more resources at oneclass.com

 restraint = emphasize need to control gratification of needs

- when indiv values align w/ org values, results are positive

 more positive work attitudes, lower turnover, greater productivity

- indivs who have accurate understanding of job requirements & org’s values adjust better to jobs & have

greater levels of satisfaction & org commitment

- 2 major factors lead to potential clash of value sin Canadian workplace:

1) generational differences 2) cultural differences

- Baby Boomers = born after WWII

 brought w/ them “hippie ethic” & distrust of authority

 place emphasis on achievement & material success

 pragmatists, believe ends can justify means, work hard to enjoy fruits of their labours

 see orgs that employ them merely as vehicles for their careers

 terminal values: sense of accomplishment & social recognition rank high

- Generation X = shaped by globalization, 2 career parents, computers

 value flexibility, life options, achievement of job satisfaction

 fam & relationships v important

 less willing to make personal sacrifices for employer than previous gen

 terminal values: true friendship, happiness, pleasure rank high

- Millennials = grew up during prosperous times, high expectations & seek meaning in work

 life goals more oriented toward becoming rich & famous than previous generations

 socially responsible, at ease w/ diversity

 take technology for granted

 questioning, electronically networked, entrepreneurial

 some say entitled & needy, grew up w/ parents praising their every move

 may clash w/ other gens over work attire & communication

 want frequent & candid performance feedback

- Francophone vs. Anglophone values

 Canadian Anglophone managers more individualistic than Francophone

 Francophones more concerned about interpersonal aspects of workplace than task competence,

more committed to work orgs

 Anglophone managers value autonomy & intrinsic job values (achievement)

 Francophone managers value affiliation & extrinsic job values (technical supervision)

 Canadian Francophones do well in joint ventures, business negotiations & other org interactions

that involve more divergent cultural groups

 now, Canadian Francophones & Anglophones haves less diffs

- Aboriginal values

 sustainability in Aboriginal logging companies

 for every cubic metre harvested, Alexis Creek First Nations-owned company puts $0.50

back into post-secondary edu fund to train next gen of loggers

find more resources at oneclass.com

 reluctance to compete, time orientation diff from Western one, emphasis on consensus decision

making

 seen by non-Aboriginals as impediment to dvlpt & effectiveness

 more likely to advance goals of community

 greater sense of family in workplace, greater affiliation & loyalty

 power distance smaller than non-Aboriginal cultures, fewer rules, lower uncertainty avoidance

- Asian values

 Chinese largest visible minority group in Canada (26% of pop)

 greater power distance & greater collectivism

 guanxi = est of connection b/t 2 independent indivs to enable bilateral flow of personal/social

transactions

 both parties must derive benefits from transaction to ensure continuation of such

relationship

 based on reciprocation, vs. Western networked relationships based on self-interest

 long-term & enduring, vs. immediate gains in Western relationship

 governed more by external pressures on performance (shame) vs. Western internal

pressures on performance (guilt) to maintain agreements

- attitudes = evaluative statements (pos/neg) about objects, ppl, events & reflect how we feel about sth

 3 components

1) cognition = description of/belief in way things are

2) affect = emotional/feeling segment of attitude

3) behaviour = intention to behave in certain way toward someone/sth

- attitudes important b/c affect job behaviour

- 5 attitudes that affect org performance

1) job satisfaction

2) organizational commitment

3) job involvement

4) perceived organizational support

5) employee engagement

- job satisfaction = positive feeling about job resulting from evaluation of its characteristics

 positively correlated w/ life satisfaction

 interdependence, feedback, social support & interaction w/ co-workers outside workplace

strongly related to job satisfaction

 once indiv reaches level of comfortable living, relationship b/t pay & job satisfaction virtually

disappears

 money motivates us, but what motivates us does not necessarily make us happy

 ppl who have positive core self-evaluations (indiv sees self as capable) more satisfied w/ jobs

 correlation b/t job satisfaction & job performance strong

 orgs w/ more satisfied employees tend to be more effective

 job satisfaction moderately correlated w/ OCB

 satisfied employees increase customer satisfaction & loyalty

 moderate relationship b/t job satis & absenteeism b/c other factors, but stronger w/ turnover

 focus on job satis over time, may change

 employees embedded in their jobs & communities help lower probability of turnover,

particularly in collectivistic cultures

- 4 employee responses to job dissatisfaction:

1) exit = actively attempting to leave org

2) voice = actively & constructively attempting to improve conditions

 suggesting improvements, discussing problems w/ supervisors, etc

3) loyalty = passively but optimistically waiting for conditions to improve

 trusting org & management to do “right thing”

find more resources at oneclass.com