BU288 - Chapter 4

Definition of Values

a broad tendency to prefer certain states of affairs over others. Values are general and do not predict behavior in specific situations.

Contributors to organizational commitment

affective: interesting, satisfying work continuance: believe that leaving the organization will be a personal sacrifice

Components of attitude

affective: what we feel, feelings, emotions toward the target behavioural: what we tend to do, approach vs avoid, how to behave toward the target cognitive: what we think, thoughts, knowledge, and beliefs about the target

Equity theory

job satisfaction stems from a comparison of the inputs one invests in a job and the outcomes one receives in comparison with the inputs and outcomes of another person or group. Input - education, training, seniority, hard work, high quality work. Outcomes: pay, career opportunities, supervision, nature of the work.

Behaviour and Attitude Correspond?

most likely... people have direct experience with the target of the attitude. when attitude is strongly and confidently held

Cognitive Dissonance

the state of having inconsistent thoughts, beliefs, or attitudes, especially as relating to behavioral decisions and attitude change.

Organizational Commitment

the strength of the linkage between an employee and an organization. This linkage has implications for whether someone tends to remain in an organization. Types: affective, continuance, normative

Key Contributors to Job Satisfaction

*correlation not causation Mentally Challenging Work: work that tests employees' skills and abilities and allows them to set their own working pace. but some people prefer repetitive work. Meaningful work: positive and substantial impact on other people and/or the world. Adequate Compensation: pay and satisfaction are positively related, but not everyone's primary goal Career opportunities; opportunity for growth and learning/promotion signals value about a person's self worth. Could be material or social nature. People: Satisfied in the presence of people who help us attain job outcomes we value

Changes in workplace and employee commitment

- Changes in the nature of employees commitment to the organization: changes made in best interest of organization but not employees -change in the focus of employees commitment: changing from company goals to divisional goals due to growth in company - The multiplicity of employer-employee relationships within organizations: Organizations need to cope and adapt to rapid change which might mean having a workforce that is flexible to get any job done. Solution could be to have different relationships with employee groups who are required for different types of jobs (contract vs full time)

Absence from work

- expensive behaviour: Lost productivity, 'sick pay', chronic overstaffing to compensate for absentees - absence-satisfaction connection is not very strong. several factors constrain people from converting their like/dislike of work into corresponding attendance patterns: -unavoidable due to illness, weather, child-care - attendance control policies that influence absence more than satisfaction. ex. you need money and work doesn't pay for sick days - you will work - In some jobs it may be unclear how much absenteeism is reasonable or sensible

Cultural Differences in Value Importance

- globalization and outsourcing continues to occur - easy to fail due to lack of understanding of cross-cultural differences

Performance

- job satisfaction is associated with performance but several factors complicate this correlation factors: - content of the work itself is the most important (interesting, challenging) - difficult to determine which is the cause and effect between satisfaction and performance

Affective events theory

- jobs actually consist of a series of events and happenings that have the potential to provoke emotions or to influence moods, depending on how we appraise these events and happenings - Also one's disposition can affect the way an individual reacts to events

Consequences of Job Satisfaction

-Absence from work -Turnover -Performance -Organizational citizenship behaviour -Customer satisfaction and profit

Consequences of organizational commitment

-high affective or all three commitment: higher job satisfaction, lower work stress, reduce turnover intentions and actual turnover -very high level commitment can cause: conflict between family and work, implicate unethical, illegal behaviour, commitment to a particular style of job leads to resistance when change in culture is necessary -An especially bad combination for both the employee and the organization is high continuance commitment coupled with low affective commitment

Job Satisfaction

A collection of attitudes that workers have about their jobs

Millennials

Asset: Optimistic, able to multitask, tenacious, technologically savvy, driven to learn and grow, team-oriented, socially responsible Leadership Preference: Motivational, collaborative, positive, educational, organized, achievement-oriented, able to coach

Traditionalists

Assets: Hard working, stable, loyal, thorough, detail-oriented, focused, emotional maturity Leadership style preference: Fair, consistent, clear, direct, respectful

Generation X

Assets: Independent, adaptable, creative, techno-literate, willing to challenge the status quo Leadership Preference: Direct, competent, genuine, informal, flexible, results-oriented, supportive of learning opportunities

Baby Boomers

Assets: Team perspective, dedicated, experienced, knowledgeable, service-oriented Leadership Style Preference: Treat as equals, warm and caring, mission-defined, democratic approach

When management might desire to change attitudes

Attitudes toward workforce diversity. Attitudes towards Ethical business practices. Attitudes towards safety practices. Attitudes toward anticipated changes.

Factors determining job satisfaction

Average scores may differ due to differences within perceptions of each facet that contributes to satisfaction. Factors: Discrepancy, fairness, disposition, mood and emotion

Where do attitudes & behaviour come from?

Belief + Value --> Attitude --> Behaviour Ex. my job is interfering with my family life' - belief 'I dislike anything that hurts my family' - value 'I dislike my job' -attitude 'ill search for another job' - behavior

Cultural intelligence

Capability to function and manage will in culturally diverse environments. Encompasses knowledge, motivation, and behavior that contribute to good cross-cultural functions. High cultural intelligence = high intercultural adjustment, global leadership, performance in intercultural settings.

affective commitment

Commitment based on identification and involvement with an organization. Stay because they WANT TO

Normative Commitment

Commitment based on ideology or a feeling of obligation to an organization. Feel like they SHOULD stay.

Continuance Commitment

Commitment based on the costs that should be incurred in leaving on organization or a lack of suitable job alternatives. Stay because they HAVE to

Discrepancy

Define: Belief and values make up attitudes towards jobs that determine job satisfaction. Individual perception can alter these beliefs and values compared to someone else. Discrepancy theory: Job satisfaction stems from the discrepancy between the job outcomes wanted and the outcomes that are perceived to be obtained Perception could differ in... - what an individual perceives as the nature of the job (what they do and how much satisfaction they get) - what an individual wants to acquire from a job

Power Distance Definition and Extremes

Define: Extent to which an unequal distribution of power is accepted by society members Small - inequality minimized, superiors are accessible, power differences are downplayed Large- inequality is accepted as natural, superiors are inaccessible, power differences highlighted (Canada, U.S. are 14,15)

Uncertainty Avoidance Definition and extremes

Define: Extent to which people are uncomfortable with uncertain and ambiguous situations Strong uncertainty avoidance: Stress rules and regulations, hard work, conformity, and security. Ex. Japan, Greece, Portugal Weak uncertainty avoidance: Less concerned with rules, conformity, security, and hard work is not seen as a virtue. Ex. Singapore, Denmark, Sweden (Canada and us avg but more weak)

Masculinity/Femininity definition and extremes

Define: Two dimensions: how assertive people are and how much they value gender equality More Masc: Differentiate gender roles, support dominance of men, and stress economic performance. Ex. Slovakia, Japan, Austria, Venezuela, Mexico. More Fem: Accept fluid gender roles, stress sexual equality and value quality of life. Ex. Scandinavian countries

Turnover

Define: resignation from an organization - it can be incredibly expensive. Going up the organizational hierarchy increases expense. Turnover-satisfaction relation is moderately high. Factors contributing: shocks (marital breakup, birth of child, job offer), employee may stay because they are imbedded in the community or weak job market limiting alternatives or dissatisfaction is offset by commitment to organizational values and mission.

Individualism/Collectivism definition and extremes

Define:Two Dimensions: how much the collective distribution of resources is stressed and how much one's group or organization elicits loyalty. More individualistic: Tend to stress independence, individual initiative, privacy. Ex. U.S. Australia, Great Britain, Canada More collective: Favour interdependence and loyalty to one's family or clan. Ex. Venezuela, Columbia, Pakistan

Organizational Citizenship Behaviour (OCB)

Discretionary behaviour that is not part of an employee's formal job requirements, but that nevertheless promotes the effective functioning of the organization. Forms: Helping behaviours, conscientiousness to details of work, good sport, courtesy and cooperation

types of fairness

Distributive, procedural, and interactional

Hofstede's Study

Dutch social scientist who questioned more than 116 000 IBM employees in 40 countries about their work-related values. Later added 36 more countries to the study for validity.

Mood and Emotion

Emotions - intense, often short-lived feelings caused by a particular event Moods - less intense, longer-lived, and more diffuse feelings Can be predisposed or due to surrounding events that occur.

Customer Satisfaction and Profit

Employee job satisfaction may be translated into customer or client satisfaction and organizational profitability Ex. Results due to reduced absenteeism and turnover contribute to the seamless delivery of service, as do the OCBs that stimulate good teamwork

Implications of Cultural Variation

Exporting OB Theories: North American theories, research, and practices may not translate to other societies.' Importing OB Theories: Not all OB theories are designed in North America or the West. Can be difficult to translate because of basic value differences between countries. Appreciating Global Customers: Essential to understand the needs and tastes of customers around the world. Ex. Disney Paris initially failed because didn't take into the lifestyle or culture of Paris (food, etc). Developing Global Employees: important to train and develop employees appreciation of differences in cultural values and implications. Goal is to foster cultural intelligence.

Aspects of job satisfaction

Facet Satisfaction: Tendency for an employee to be more or less satisfied with various facets of the job. Relevant Facets: work itself, compensation, career opportunities, recognition, benefits, working conditions, supervision, co-workers, and organizational policy. Overall Satisfaction: Person's attitude towards his or her job that cuts across the various facets. Avg feeling.

Attitude

Fairly stable evaluative tendency to respond consistently to some specific object, situation, person, or category of people. Our tendency to RESPOND to the target of attitude, thus attitudes influence our behaviour toward everything. But may not always be consistent with behaviour.

Interactional Fairness

Fairness that occurs when people feel they have received respectful and informative communication about an outcome. Respectful communication - sincerity and politeness, treating one with dignity Informative Communication - candid, timely, thorough Inconsistency in treatment can be a bigger problem than consistent unfair treatment due to expectations.

Distributive Fairness

Fairness that occurs when people receive the outcomes they think they deserve from their jobs. inputs vs ouputs

Procedural Fairness

Fairness that occurs when the process used to determine work outcomes is seen as reasonable. Relevant to performance evaluations, pay raises, promotions, layoffs, work assignment. Factors contributing... Manager follows consistent procedures over time and across people. Manager uses accurate information and appears unbiased. Manager allows two-way communication during the allocation process. Manager welcomes appeals of the procedure or allocation.

Progression of Withdrawal

First to Last: Reduced OCB, Lateness, Absenteeism, Turnover

Generational Differences in Value importance

Generational differences in work values or in the way values are expressed is important because there is a need for a person's values and those of an organization to 'fit'. The organization needs to be aware to adapt work activities and ways of operating to fit with their employees which will lead to positive work attitudes and behaviours, reducing change of turnover.

Importance of cultural distance

Greater cultural distance impedes communication making negotiations, mergers, acquisitions, joint ventures more difficult. Having more global work experience will lend an individual to strategic competence.

honeymoon-hangover effect

Honeymoon: bad facets of old job are gone, good facets of new job are apparent while bad ones are unknown. Hangover: after couple of months bad facets are recognized and overall job satisfaction decreases.

Hofstede's Cultural Dimensions

Individualism-Collectivism, Power Distance, Uncertainty Avoidance, Masculinity-Femininity, and Long-Term--Short-Term Orientation.

Long/Short-term orientation definition and extremes

Long-term: is when you are focused on the future. You are willing to delay short-term material or social success or even short-term emotional gratification in order to prepare for the future. Stress persistence, perseverance, thrift and close attention to status differences. Ex., China, Hong Kong, Taiwan, Japan, South Korea Short-term: is when you are focused on the present or past and consider them more important than the future. Stress personal steadiness and stability, face saving, and social niceties. Ex. U.S., Canada, Great Britain, Zimbabwe, Nigeria

Job satisfaction consquences

Performance: task, contextual (OCB) Withdrawal behaviours: absenteeism, tardiness, turnover Dysfunctional Behaviours: theft, sabotage, abuse, harassment

Emotional Labour

Requirement for people to conform to certain emotional "display rules" in their job behavior, in spite of their true mood or emotions Consequences... When having to suppress negative emotions or fake emotions: Takes a toll on job satisfaction, increases stress

Disposition

Some people are predisposed by virtue of their personalities to be more or less satisfied despite changes in discrepancy or fairness. ex. The big 5 character traits

Emotional Contagion

Tendency for moods and emotions to spread between people or throughout a group

Types of values and meaning (examples):

Terminal Values: signify the objectives of the life of a person - the ultimate things the person wants to achieve through his or her behaviour. Ex: comfortable life, family security, freedom, happiness. Instrumental Values: indicate the methods an individual would like to adopt for achieving his life's aim (the path he would like to take to reach his destination): Ex. ambitious, broad minded, courageous, honest, loving, responsible, intellectual

Cultural Distance

The difference between two cultures along identifiable dimensions such as values, and hofstede's dimensions

Work centrality

The importance of work in an individual's life relative to other areas of interest. Those who have high work centrality typically dedicate more work hours, and it varies across cultures/countries.

Cultural tightness vs looseness

Tight culture: Strong, clear standards for behaviours (norms). Strong sanctions for deviation from those standards. Ex. Pakistan, Singapore, Korea Loose culture: More flexible in how people are expected to behave. More forgiving of violations of expected behavior. Ex. Netherlands, Brazil, Australia, Canada, US