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1、Chapter 4 Values, Attitudes, and Work Behaviour,Copyright 2011 Pearson Canada Inc.,Learning Objectives,Define values and discuss the implications of cross-cultural variation in values for organizational behaviour. Define attitudes and explain how people develop and change attitudes. Explain the conc
2、ept of job satisfaction and discuss some of its key contributors, including discrepancy, fairness, disposition, mood, and emotion in promoting job satisfaction.,Copyright 2011 Pearson Canada Inc.,Learning Objectives (continued),4.Outline the various consequences of job satisfaction and explain the r
3、elationship between job satisfaction and absenteeism, turnover, performance, organizational citizenship behaviour, and customer satisfaction. 5.Differentiate affective, continuance, and normative commitment and explain how organizations can foster organizational commitment.,Copyright 2011 Pearson Ca
4、nada Inc.,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 and very general. People tend to hold values structured around such factors as achievement, power, autonomy, conformity, traditio
5、n, and social welfare.,Copyright 2011 Pearson Canada Inc.,Generational Differences in Values,There are four distinctive generations in the workplace today: Traditionalists (1922-1945) Baby Boomers (1946-1964) Generation X (1965-1980) Millennials (Generation Y) (1981-2000),Copyright 2011 Pearson Cana
6、da Inc.,Generational Differences in Values (continued),These generations grew up under rather different socialization experiences. These differences have led to notable value differences between the generations. Such value differences might then underlie the differential assets and preferences for l
7、eadership style.,Copyright 2011 Pearson Canada Inc.,Four Generations in Todays Workplace,Copyright 2011 Pearson Canada Inc.,Generational Stereotypes,Traditionalists: Respectful of authority and a high work ethic. Boomers: Optimistic workaholics. Gen X: Cynical, confident, and pragmatic. Gen Y: Confi
8、dent, social, demanding of feedback, and somewhat unfocused. Are these stereotypes accurate?,Copyright 2011 Pearson Canada Inc.,Generational Differences in Values (continued),Most research points to more similarities than differences in values across generations. Some indication that Gen X and Y are
9、 more inclined to value status and rapid career growth than are boomers. Gen Ys especially value autonomy and Xers, compared to boomers, are less loyal, more wanting of promotion, and more inclined toward work-life balance.,Copyright 2011 Pearson Canada Inc.,Generational Differences in Values (conti
10、nued),Some research has concluded that all work generations share the same values but express them differently. Generational differences in work values or the way values are expressed is important because a good “fit” between a persons values and those of the organization (person-organization fit) l
11、eads to more positive work attitudes and behaviours.,Copyright 2011 Pearson Canada Inc.,Cultural Differences in Values,There are basic differences in work-related values across cultures. A lack of understanding of cross-cultural differences can cause foreign assignments to terminate early and busine
12、ss negotiations to fail.,Copyright 2011 Pearson Canada Inc.,Work Centrality,Work is valued differently across cultures. There are cross-national differences in the extent to which people perceive work as a central life interest. People for whom work was a central life interest work more hours. Cross
13、-cultural differences in work centrality can lead to adjustment problems for foreign employees and managers.,Copyright 2011 Pearson Canada Inc.,Hofstedes Study,Geert Hofstede questioned over 116,000 IBM employees in 40 countries about their work-related values. He discovered four basic dimensions al
14、ong which work-related values differed across cultures: Power distance Uncertainty avoidance Masculinity/femininity Individualism/collectivism,Copyright 2011 Pearson Canada Inc.,Hofstedes Study (continued),Subsequent work with Canadian Michael Bond that catered more to Eastern cultures resulted in a
15、 fifth dimension: Long-term/short-term orientation,Copyright 2011 Pearson Canada Inc.,Power Distance,The extent to which an unequal distribution of power is accepted by society members. In small power distance cultures, inequality is minimized, superiors are accessible, and power differences are dow
16、nplayed.,Copyright 2011 Pearson Canada Inc.,Power Distance (continued),In large power distance cultures, inequality is accepted as natural, superiors are inaccessible, and power differences are highlighted. Out of 40 societies, Canada and the United States rank 14 and 15, falling on the low power distance side of the average.,Copyright 2011 Pearson Canada Inc.,Uncertainty Avoidance,The extent to which people are uncomfortable with uncertain and ambiguous situations. Strong uncertainty avoidance
