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Values
represent basic convictions that a specific mode of conduct or endstate of existence is personally or socially preferable to an opposite or converse mode of conduct or endstate of existence
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values properties
- a judgmental element that carries an individual's ideas as to what is right, good or desirable
- influencing attitudes or behaviour
- they are formed when young
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2 Frameworks to understand values
- Milton Rokeach's terminal and instrumental values
- Kent Hodgson's general moral principles
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Rokeach
- 2 sets of 18 values
- terminal values and instrumental values
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terminal values
goals that individuals would like to achieve during lifetime
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instrumental values
preferable ways of behaving
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Hodgson:
uses the magnificent 7 to suggest universal values managers should use to make principled, appropriate, defensible decisions
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ethics
the study of moral values or principles that guide our behaviour and inform us whether actions are right or wrong
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The Magnificent 7 Principles of ethics (Hodgson)
- 1. dignity of human life
- 2. autonomy
- 3. honesty
- 4. loyalty
- 5. fairness
- 6. humanness
- 7. the common good
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Assessing cultural values --> Geert Hofstede found:
managers and employees vary on five value dimensions of natural culture
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Geert Hoftsede's 5 value dimensions of natural culture
- 1. power distance
- 2. individualism vs. collectivism
- 3. masculinity vs. feminity
- 4. uncertainty avoidance
- 5. long term vs. short term orientation
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power distance
extent a society accepts unequal power distribution
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individualism vs. collectivism
- individualism - degree to which people prefer to act alone rather than as a whole group and stress individual rights
- collectivism - expects group members to look out for each other
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masculinity vs. feminity
degree a culture favours traditional masculine roles oppose to equality (feminity)
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uncertainty avoidance
extent a society feels threatened by uncertain and ambiguous situations / tries to avoid them
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Long term vs. short term orientation
societies degree of a long-term devotion to traditional values
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Long-term society orientation
emphasizes future, thrift, persistence
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Short-term society orientation
emphasize past and present, respect for tradition, social obligations
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GLOBE framework (Global leadership and organizational behaviour effectiveness)
- 1. assertiveness
- 2. future orientation
- 3. gender differentiation
- 4. uncertainty avoidance
- 5. power distance
- 6. individualism / collectivism
- 7. in-group collectivism
- 8. performance orientation
- 9. humane orientation
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Two major factors that lead to a potential class of values
- generational differences
- cultural differences
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The elders
- over age 60
- core values: order, authority, discipline and the Golden Rule
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Baby Boomers
- mid 1940s-1960s
- stereotypes: rejection of authority, skepticism regarding the motives of big businesses and government, convern for the environment, desire equality
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Generation X
- (mid 1960s - early 1980s)
- value flexibility, life options and achievement of job satisfaction
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The ne(x)t generation
- 1977-1997
- have high expectations and seek meaning
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Cultural Differences influencing canadian workplace
- francophone and anglophone values
- aboriginal values
- asian values
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aboriginal values
traditionalist, reluctant to compete, time orientation difference, consensus decision making
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asian values
- very diverse, exhibit power distance, greater collectivism
- guanxi (personal connections with the appropriate authorities or individuals)
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Attitudes are
- positive or negative feelings about objects, people or events
- responses to situations
- effect job behaviour
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3 important job related attitudes
- 1. job satisfaction
- 2. organizational commitment
- 3. employee engagement
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Job satisfaction is
general attitude toward job
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Factors that effect job satisfaction
work itself, pay, advancement opportunities, supervision, co-workers
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Organizational Citizenship Behaviour (OCB)
discretionary behaviour that is not part of an employee's formal job requirements, but that promotes effective functioning of an organization
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Responses to job disattisfaction
- exit - actively attempting to leave organization
- voice - actively/constructively attempting to improve conditions, suggesting improvements, discussing issues, union activity
- loyalty - passively / optimistically waiting for conditions to improve
- neglect - passively allowing conditions to worse, (lateness, reduced effort, increased error)
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Organizational commitment
a state in which an employee identifies with a particular organization and its goal, and wishes to maintain membership
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John Meyer's three commitment types:
- 1. affective commitment - an individual''s relationship to the organization (emotional attachment, identification with, and involvement in the org)
- 2. normative commitment - obligation one feels to staying with the org. (morals and ethics)
- 3. continuance commitment - ones calculation to stay with org. based on the perceived costs of leaving
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affective commitment is tied to
positive work behaviours such as performance, attendance, and citizenship.
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normative commitment is tied to
positive work behaviours less than affective
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continuance commitment is tied to
negative work behaviours
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Reasons why employees commit themselves
- proud of company's operations, accomplishments, and legacy
- know expectations, how performance is measured, and why it matters
- in control of own destinies, savour high-risk, high performance environment
- recognized mostly for the quality of their individual performance
- have fun and enjoy the supportive and highly interactive environment
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Employee Engagement
an individual's involvement with, satisfaction with, and enthusiasm for the work he/she does
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Major workforce diversity categories
- gender
- national origin
- age
- disability
- domestic partners
- religion
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cultural intelligence
ability to understand someone's unfamiliar and ambiguous gestures in the same way as world ppl from that person's culture (CQ)
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most managers fall into these cultural intelligence profiles:
- provincial - work best with similar background
- analyst - analyze foreign cultures to figure out how to interact
- natural - use intuition rather than systematic study to understand cultures
- ambassador- communicate convincingly that they fit in
- mimic- control actions and behaviours to match others
- chameleon - high levels of all the 3 CQ components
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3 levels of CQ (Cultural Intelligence)
- 1. physical
- 2. cognitive
- 3. emotional/motivational
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