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Chapter4/Slide1Copyright©2011PearsonCanadaInc.Chapter4Values,Attitudes,andWorkBehaviourChapter4/Slide2Copyright©2011PearsonCanadaInc.LearningObjectives1.Definevaluesanddiscusstheimplicationsofcross-culturalvariationinvaluesfororganizationalbehaviour.2.Defineattitudesandexplainhowpeopledevelopandchangeattitudes.3.Explaintheconceptofjobsatisfactionanddiscusssomeofitskeycontributors,includingdiscrepancy,fairness,disposition,mood,andemotioninpromotingjobsatisfaction.Chapter4/Slide3Copyright©2011PearsonCanadaInc.LearningObjectives(continued)4.Outlinethevariousconsequencesofjobsatisfactionandexplaintherelationshipbetweenjobsatisfactionandabsenteeism,turnover,performance,organizationalcitizenshipbehaviour,andcustomersatisfaction.5.Differentiateaffective,continuance,andnormativecommitmentandexplainhoworganizationscanfosterorganizationalcommitment.Chapter4/Slide4Copyright©2011PearsonCanadaInc.WhatAreValues?•Abroadtendencytoprefercertainstatesofaffairsoverothers.•Valueshavetodowithwhatweconsidergoodandbad.•Valuesaremotivationalandverygeneral.•Peopletendtoholdvaluesstructuredaroundsuchfactorsasachievement,power,autonomy,conformity,tradition,andsocialwelfare.Chapter4/Slide5Copyright©2011PearsonCanadaInc.GenerationalDifferencesinValues•Therearefourdistinctivegenerationsintheworkplacetoday:–Traditionalists(1922-1945)–BabyBoomers(1946-1964)–GenerationX(1965-1980)–Millennials(GenerationY)(1981-2000)Chapter4/Slide6Copyright©2011PearsonCanadaInc.GenerationalDifferencesinValues(continued)•Thesegenerationsgrewupunderratherdifferentsocializationexperiences.•Thesedifferenceshaveledtonotablevaluedifferencesbetweenthegenerations.•Suchvaluedifferencesmightthenunderliethedifferentialassetsandpreferencesforleadershipstyle.Chapter4/Slide7Copyright©2011PearsonCanadaInc.FourGenerationsinToday’sWorkplaceChapter4/Slide8Copyright©2011PearsonCanadaInc.GenerationalStereotypes•Traditionalists:Respectfulofauthorityandahighworkethic.•Boomers:Optimisticworkaholics.•GenX:Cynical,confident,andpragmatic.•GenY:Confident,social,demandingoffeedback,andsomewhatunfocused.•Arethesestereotypesaccurate?Chapter4/Slide9Copyright©2011PearsonCanadaInc.GenerationalDifferencesinValues(continued)•Mostresearchpointstomoresimilaritiesthandifferencesinvaluesacrossgenerations.•SomeindicationthatGenXandYaremoreinclinedtovaluestatusandrapidcareergrowththanareboomers.•GenYsespeciallyvalueautonomyandXers,comparedtoboomers,arelessloyal,morewantingofpromotion,andmoreinclinedtowardwork-lifebalance.Chapter4/Slide10Copyright©2011PearsonCanadaInc.GenerationalDifferencesinValues(continued)•Someresearchhasconcludedthatallworkgenerationssharethesamevaluesbutexpressthemdifferently.•Generationaldifferencesinworkvaluesorthewayvaluesareexpressedisimportantbecauseagood“fit”betweenaperson’svaluesandthoseoftheorganization(person-organizationfit)leadstomorepositiveworkattitudesandbehaviours.Chapter4/Slide11Copyright©2011PearsonCanadaInc.CulturalDifferencesinValues•Therearebasicdifferencesinwork-relatedvaluesacrosscultures.•Alackofunderstandingofcross-culturaldifferencescancauseforeignassignmentstoterminateearlyandbusinessnegotiationstofail.Chapter4/Slide12Copyright©2011PearsonCanadaInc.WorkCentrality•Workisvalueddifferentlyacrosscultures.•Therearecross-nationaldifferencesintheextenttowhichpeopleperceiveworkasacentrallifeinterest.•Peopleforwhomworkwasacentrallifeinterestworkmorehours.•Cross-culturaldifferencesinworkcentralitycanleadtoadjustmentproblemsforforeignemployeesandmanagers.Chapter4/Slide13Copyright©2011PearsonCanadaInc.Hofstede’sStudy•GeertHofstedequestionedover116,000IBMemployeesin40countriesabouttheirwork-relatedvalues.•Hediscoveredfourbasicdimensionsalongwhichwork-relatedvaluesdifferedacrosscultures:–Powerdistance–Uncertaintyavoidance–Masculinity/femininity–Individualism/collectivismChapter4/Slide14Copyright©2011PearsonCanadaInc.Hofstede’sStudy(continued)•SubsequentworkwithCanadianMichaelBondthatcateredmoretoEasternculturesresultedinafifthdimension:–Long-term/short-termorientationChapter4/Slide15Copyright©2011PearsonCanadaInc.PowerDistance•Theextenttowhichanunequaldistributionofpowerisacceptedbysocietymembers.•Insmallpowerdistancecultures,inequalityisminimized,superiorsareaccessible,andpowerdifferencesaredownplayed.Chapter4/Slide16Copyright©2011PearsonCanadaInc.PowerDistance(continued)•Inlargepowerdistancecultures,inequalityisacceptedasnatural,superiorsareinaccessible,andpowerdifferencesarehighlighted.•Outof40societies,CanadaandtheUnitedStatesrank14and15,fallingonthelowpowerdistancesideoftheaverage.Chapter4/Slide17Copyright©2011PearsonCanadaInc.UncertaintyAvoidance•Theextenttowhichpeopleareuncomfortablewithuncertainandambiguoussituations.•Stronguncertaintyavoidanceculturesstressrulesandregulations,hardwork,conformity,andsecurity.Chapter4/Slide18Copyright©2011PearsonCanadaInc.UncertaintyAvoidance(continued)•Cultureswithweakuncertaintyavoidancearelessconcernedwithrules,conformity,andsecurity,andhardworkisnotseenasavirtueandrisktakingisvalued.•CanadaandtheUnitedStatesarewellbelow