OB Chapter 3

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

• 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

• Milton Rokeach's terminal and instrumental values
• Kent Hodgson's general moral principles

• 2 sets of 18 values
• terminal values and instrumental values

goals that individuals would like to achieve during lifetime

preferable ways of behaving

uses the magnificent 7 to suggest universal values managers should use to make principled, appropriate, defensible decisions

the study of moral values or principles that guide our behaviour and inform us whether actions are right or wrong

• 1. dignity of human life
• 2. autonomy
• 3. honesty
• 4. loyalty
• 5. fairness
• 6. humanness
• 7. the common good

managers and employees vary on five 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

extent a society accepts unequal power distribution

• 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

degree a culture favours traditional masculine roles oppose to equality (feminity)

extent a society feels threatened by uncertain and ambiguous situations / tries to avoid them

societies degree of a long-term devotion to traditional values

emphasizes future, thrift, persistence

emphasize past and present, respect for tradition, social obligations

• 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

• generational differences
• cultural differences

• over age 60
• core values: order, authority, discipline and the Golden Rule

• mid 1940s-1960s
• stereotypes: rejection of authority, skepticism regarding the motives of big businesses and government, convern for the environment, desire equality

• (mid 1960s - early 1980s)
• value flexibility, life options and achievement of job satisfaction

• 1977-1997
• have high expectations and seek meaning

• francophone and anglophone values
• aboriginal values
• asian values

traditionalist, reluctant to compete, time orientation difference, consensus decision making

• very diverse, exhibit power distance, greater collectivism
• guanxi (personal connections with the appropriate authorities or individuals)

• positive or negative feelings about objects, people or events
• responses to situations
• effect job behaviour

• 1. job satisfaction
• 2. organizational commitment
• 3. employee engagement

general attitude toward job

work itself, pay, advancement opportunities, supervision, co-workers

discretionary behaviour that is not part of an employee's formal job requirements, but that promotes effective functioning of an organization

• 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)

a state in which an employee identifies with a particular organization and its goal, and wishes to maintain membership

• 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

positive work behaviours such as performance, attendance, and citizenship.

positive work behaviours less than affective

negative work behaviours

• 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

an individual's involvement with, satisfaction with, and enthusiasm for the work he/she does

• gender
• national origin
• age
• disability
• domestic partners
• religion

ability to understand someone's unfamiliar and ambiguous gestures in the same way as world ppl from that person's culture (CQ)

• 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

• 1. physical
• 2. cognitive
• 3. emotional/motivational