This document discusses gender differences in work value orientation, specifically examining Rabindrik work values identified from Tagore's songs. It summarizes previous research finding both convergence and divergence in values between genders. The study aims to examine gender differences in orientation toward 14 path-oriented and 14 goal-oriented Rabindrik work values identified by Dutta Roy and Bandopadhyay. Data was collected using a value questionnaire from 91 female and 57 male respondents across different occupations to analyze value convergence between genders.
The document discusses several aspects of culture and motivation in an Indian context compared to Western contexts. It summarizes research showing that Indian culture exhibits high power distance, uncertainty avoidance, and collectivism compared to Western cultures. Indian self-concept is described as interdependent rather than independent. Indian thinking is suggested to be more associative than abstractive. Motivation theories like Herzberg's and McClelland's are discussed in the context of India, where factors like economic security and social achievement are more important motivators than autonomy and achievement. The distribution of rewards in India is also discussed as preferring needs-based allocation over merit-based allocation.
This document discusses utilizing role theory to assess the fit between volunteers and organizations. It provides an overview of role theory, including its key components and propositions. Role theory posits that human behavior is guided by expectations within social roles. The document then focuses on organizational role theory and assessing goodness of fit. It explains that a good fit occurs when organizational roles match personal roles, while a poor fit is incompatible. To assess fit, the document outlines examining an organization's culture and volunteers' characteristics, as well as five components of roles: appropriateness, breadth, compatibility, abstractness level, and codification.
This document provides an introduction to concepts of interpersonal attraction. It explains social psychological theories of attraction and love. It discusses types of interpersonal behavior and relationships, including attraction, proximity, reciprocity, and similarity. It also covers evolutionary psychological perspectives on attraction, including preferences for beauty, status, and cues to fertility. Different types of love are outlined, including styles identified by Lee and Sternberg's triangular theory of love. The impact of technology like social media on modern relationships is also briefly discussed.
Overview of Theories of Human Behavior & the Social Environment by: K. Setter...Jonathan Underwood
The document provides an overview of several theories of human behavior and their application to social work practice, including systems theory, behaviorism/social learning theory, psychodynamic theory, psychosocial developmental theory, and others. For each theory, a brief description is given of its focus, key concepts regarding human behavior, influential theorists, potential practice applications, and example practice interventions. The theories presented provide different frameworks for understanding human behavior on micro, meso, and macro levels in order to enhance social work assessments and guide practice interventions.
Abstract: Organisational Citizenship Behaviour (OCB) is defined as the voluntary, pro-social behaviour of an individual which is not formally recognized by the reward system however that promotes the effective functioning of the organisation. The research on this concept gained momentum during 1980’s. However, the concept’s origin dates back to Veda era of Indian civilization. Many of the subsets of OCB like altruism, civic virtue are explained long before in Indian scriptures. The paper aims at finding a link between the revealed concept of OCB and the Indian management thoughts and practices.
Empowerment and liberation in social justice organizations poster - dreistadtJessica Dreistadt
This study explores experiences of empowerment and liberation in social justice leadership through interviews with a former labor union leader and social activist. The preliminary results found that he felt most empowered through his involvement in the labor movement and negotiating contracts that improved workers' conditions. He described empowerment as enabling self-actualization and felt liberation when resigning from a job to devote more time to community work. The study uses postcritical existential phenomenology to understand these concepts within their political and social contexts. It aims to expand understanding of empowerment and liberation beyond just individual psychology by linking them to structural change.
The document discusses different qualitative research methods including case study research, feminist research approaches, action research, and focus groups. It provides definitions and descriptions of each method. For case study research, it notes that the goal is to study an issue within a bounded system using descriptive or explanatory questions. It also outlines the typical steps in a case study. For feminist research and action research, it emphasizes creating collaborative relationships and conducting transformative research focused on women's experiences and everyday problems. The document also examines the use of focus groups in different historical contexts and disciplines.
The document discusses several aspects of culture and motivation in an Indian context compared to Western contexts. It summarizes research showing that Indian culture exhibits high power distance, uncertainty avoidance, and collectivism compared to Western cultures. Indian self-concept is described as interdependent rather than independent. Indian thinking is suggested to be more associative than abstractive. Motivation theories like Herzberg's and McClelland's are discussed in the context of India, where factors like economic security and social achievement are more important motivators than autonomy and achievement. The distribution of rewards in India is also discussed as preferring needs-based allocation over merit-based allocation.
This document discusses utilizing role theory to assess the fit between volunteers and organizations. It provides an overview of role theory, including its key components and propositions. Role theory posits that human behavior is guided by expectations within social roles. The document then focuses on organizational role theory and assessing goodness of fit. It explains that a good fit occurs when organizational roles match personal roles, while a poor fit is incompatible. To assess fit, the document outlines examining an organization's culture and volunteers' characteristics, as well as five components of roles: appropriateness, breadth, compatibility, abstractness level, and codification.
This document provides an introduction to concepts of interpersonal attraction. It explains social psychological theories of attraction and love. It discusses types of interpersonal behavior and relationships, including attraction, proximity, reciprocity, and similarity. It also covers evolutionary psychological perspectives on attraction, including preferences for beauty, status, and cues to fertility. Different types of love are outlined, including styles identified by Lee and Sternberg's triangular theory of love. The impact of technology like social media on modern relationships is also briefly discussed.
Overview of Theories of Human Behavior & the Social Environment by: K. Setter...Jonathan Underwood
The document provides an overview of several theories of human behavior and their application to social work practice, including systems theory, behaviorism/social learning theory, psychodynamic theory, psychosocial developmental theory, and others. For each theory, a brief description is given of its focus, key concepts regarding human behavior, influential theorists, potential practice applications, and example practice interventions. The theories presented provide different frameworks for understanding human behavior on micro, meso, and macro levels in order to enhance social work assessments and guide practice interventions.
Abstract: Organisational Citizenship Behaviour (OCB) is defined as the voluntary, pro-social behaviour of an individual which is not formally recognized by the reward system however that promotes the effective functioning of the organisation. The research on this concept gained momentum during 1980’s. However, the concept’s origin dates back to Veda era of Indian civilization. Many of the subsets of OCB like altruism, civic virtue are explained long before in Indian scriptures. The paper aims at finding a link between the revealed concept of OCB and the Indian management thoughts and practices.
Empowerment and liberation in social justice organizations poster - dreistadtJessica Dreistadt
This study explores experiences of empowerment and liberation in social justice leadership through interviews with a former labor union leader and social activist. The preliminary results found that he felt most empowered through his involvement in the labor movement and negotiating contracts that improved workers' conditions. He described empowerment as enabling self-actualization and felt liberation when resigning from a job to devote more time to community work. The study uses postcritical existential phenomenology to understand these concepts within their political and social contexts. It aims to expand understanding of empowerment and liberation beyond just individual psychology by linking them to structural change.
The document discusses different qualitative research methods including case study research, feminist research approaches, action research, and focus groups. It provides definitions and descriptions of each method. For case study research, it notes that the goal is to study an issue within a bounded system using descriptive or explanatory questions. It also outlines the typical steps in a case study. For feminist research and action research, it emphasizes creating collaborative relationships and conducting transformative research focused on women's experiences and everyday problems. The document also examines the use of focus groups in different historical contexts and disciplines.
The document discusses a changing behaviour workshop taking place on September 18th in Cork County Hall. It will cover topics such as behaviour models, measurement surveys, driving low carbon behaviour, and effective communication. Dr. Vincent Carragher will be speaking.
A Comparison of Youth’s Value Systems: The Case of Vietnamese Ethnic Groups Sam Rany
This document compares the value systems of youth from Vietnamese ethnic minority and majority groups. It analyzes data from a survey of 102 students using Rokeach's Value Survey to measure terminal and instrumental values. The findings show both groups emphasize personal and political terminal values over social values. Minority youth showed less emphasis on relationships while majority youth cared less about hedonism and individualism. Both groups prioritized moral instrumental values over competence and intrinsic values. Minority youth placed more importance on achievement and competence compared to majority youth. The terminal values of the two groups were more similar than their instrumental values, with a few significant differences found between some specific values.
This document compares the value systems of youth from Vietnamese ethnic minority and majority groups. It examines terminal values (end-states of existence) and instrumental values (modes of conduct) using Rokeach's Value Survey. The findings show both groups emphasize personal and political terminal values over social values. Minority youth showed less emphasis on relationships while majority youth cared less about hedonism and individualism. Both groups prioritized moral instrumental values over competence and intrinsic values. Minority youth emphasized accomplishment and competence more. The groups' terminal values were more similar than their instrumental values, with a few significant differences found. The study contributes to understanding value exchanges during globalization in Vietnam.
O impacto da liderança transacional e transformacional sobre a cidadania org...Psicologia_2015
This document summarizes a research study that investigated the impact of transactional and transformational leadership styles on organizational citizenship behaviors. The study surveyed 213 workers who completed scales measuring leadership style and organizational citizenship. Regression analysis showed that transactional leadership positively predicted behaviors related to creating a favorable external climate, while transformational leadership positively predicted creative suggestions, external climate, self-training, and colleague cooperation. Transformational leadership had a greater predictive impact on organizational citizenship behaviors than transactional leadership. The conclusion was that transformational leaders are better able to motivate subordinates to engage in extra-role behaviors beyond their job requirements.
Perception of civil servants on performance : An Emperical Analysis of Indone...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Organizational behaviour is a field of study that draws from multiple disciplines including psychology, sociology, anthropology, and political science. Psychology contributes the scientific study of human mental functions and behaviors. Sociology studies society and social relationships. Social psychology examines relationships between individuals and groups. Anthropology studies human societies and activities. Political science analyzes individual and group behaviors within political systems. Together these disciplines help organizational behavior understand topics like motivation, leadership, job satisfaction, and group dynamics within companies.
1. The document discusses the meaning of social behavior and organizational behavior. It defines social behavior as behavior directed towards society or between members of the same species.
2. Organizational behavior is defined as the study of how individuals, groups, and structure impact behavior in organizations. It has four main elements - people, structure, environment, and technology.
3. The document also outlines different theories of organizational behavior including classical, humanistic, and modern approaches. The classical approach emphasized control while the humanistic approach focused on worker needs and balance.
Micro sociological theories focus on social interaction and how individuals construct meaning and society. Structural theories emphasize how social structures influence individuals. The document discusses key theorists in both camps, including Weber, Mead, Blumer and Giddens, and debates whether structure or agency is more important. It also examines attempts to integrate both perspectives, such as Giddens' theory of structuration and Habermas' concepts of life world and system.
Investigating Organizational Citizenship Behaviors in Terms of Some Variables*inventionjournals
The aim of this study is to detect the perceptions of public primary school teachers regarding organizational citizenship behaviors in terms of some variables (gender, marital status and professional seniority). The research sample consists of randomly selected 346 teachers from 40 schools in the central district of Mardin, Turkey in the academic year of 2015-2016. “Organizational Citizenship Scale” translated from English by Polat (2007) was used in this study. Some of the important findings are; the item with the highest level related to the perceptions of public primary school teachers about organizational citizenship behaviors: “I care about protecting my colleagues’ rights (M=4.35, I completely agree), the item with the lowest level “I always tell people around me that I want to quit teaching (M=1.75, I strongly disagree)”. No significant difference was detected in the dimensions of the organizational citizenship behaviors with respect to the teachers’ gender. However, significant difference was detected just in the dimension of gentility related to the variable of marital status. Furthermore, significant difference was detected in gentility and conscientiousness regarding the seniority. Keywords: Organizational citizenship, pri
This document provides an introduction to organizational behavior (OB). It defines OB and outlines its key elements and scope. OB draws from contributing disciplines like psychology, sociology, social psychology, and anthropology. The document presents an OB model that identifies the primary independent variables (like personality, group structure, organizational culture) and dependent variables (like job satisfaction, productivity, turnover) in OB. It also discusses the three levels of analysis in OB: individual, group, and organizational.
This document provides an overview of organizational behaviour and its importance. It defines organizational behaviour as the study of human behaviour in organizational settings, drawing from fields like psychology, sociology, and anthropology. It discusses how organizational behaviour examines behaviour at the individual, group, and organizational levels. The document also outlines four key elements that make up organizations: people, formal structure, technology, and the external social system. Finally, it discusses three important reasons for studying organizational behaviour: to understand human behaviour, help organizations adapt to change, and help managers control and direct behaviour to achieve goals.
Organizational behaviour draws from several behavioral disciplines including psychology, sociology, social psychology, anthropology, and political science. Psychology studies individual behavior, learning, perception, emotions, and motivation to improve organizational effectiveness and employee well-being. Sociology examines how individuals fill social roles and how social groups influence organizational performance. Social psychology focuses on how people influence each other, including attitudes, communication, trust, and group decision-making. Anthropology provides insights into cultural differences between societies and organizations. Political science analyzes how power is structured and manipulated within political environments.
Biglan et al the critical role of nurturing environments for promoting human ...Dennis Embry
The recent Institute of Medicine report on prevention (National Research Council & Institute of Medicine, 2009) noted the substantial interrelationship among mental, emotional, and behavioral disorders and pointed out that, to a great extent, these problems stem from a set of common conditions. However, despite the evidence, current research and practice continue to deal with the prevention of mental, emotional, and behavioral disorders as if they are unrelated and each stems from different conditions. This article proposes a framework that could accelerate progress in preventing these problems. Environments that foster successful development and prevent the development of psychological and behavioral problems are usefully characterized as nurturing environments. First, these environments minimize biologically and psychologically toxic events. Second, they teach, promote, and richly reinforce prosocial behavior, including self-regulatory behaviors and all of the skills needed to become productive adult members of society. Third, they monitor and limit opportunities for problem behavior. Fourth, they foster psychological flexibility—the ability to be mindful of one's thoughts and feelings and to act in the service of one's values even when one's thoughts and feelings discourage taking valued action. We review evidence to support this synthesis and describe the kind of public health movement that could increase the prevalence of nurturing environments and thereby contribute to the prevention of most mental, emotional, and behavioral disorders. This article is one of three in a special section (see also Muñoz Beardslee, & Leykin, 2012; Yoshikawa, Aber, & Beardslee, 2012) representing an elaboration on a theme for prevention science developed by the 2009 report of the National Research Council and Institute of Medicine. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This document discusses Islamic ethics in public relations. It begins by defining ethics and its importance in human life and various professions. It then discusses the role of ethics specifically in public relations, noting that ethical practice is crucial to build trust and reputation. The document outlines some key principles of ethics in public relations according to Islamic teachings, including guidelines mentioned in the Quran and practices of prophets. It aims to help PR practitioners in Muslim countries understand how to incorporate Islamic ethics into their work.
This document provides an overview of organizational behavior presented by K V Bavisree of St. Mary's College Thrissur. It defines organizational behavior as the study of human behavior in the workplace and interactions between people and organizations. The document discusses the evolution of organizational behavior through various thinkers like Taylor, Mayo, Maslow and Mintzberg. It also outlines the interdisciplinary nature of organizational behavior and its importance in helping managers effectively manage human resources and influence organizational events. Finally, it presents some key challenges and opportunities for organizational behavior like improving skills, quality, and responding to globalization.
This study examines personality traits and career satisfaction among human resource professionals. Specifically, it compares traits of HR managers to non-managers and those in other occupations. It also compares traits and satisfaction of HR managers in the US and UK. The study found HR managers differed from others in traits like optimism and visionary style. Traits like emotional resilience were linked to greater career satisfaction for HR managers. Differences also emerged between HR managers and non-managers, as well as some between US and UK HR managers. The results provide insights into selecting, developing and retaining HR professionals.
This study analyzed predictors of job satisfaction and organizational commitment using a sample of 319 human service workers across 22 organizations. It found that:
1) Two job characteristics, skill variety and role ambiguity, were the best predictors of job satisfaction, while two organization characteristics, leadership and organization age, were the best predictors of organizational commitment.
2) One worker characteristic, education level, predicted organizational commitment, but no worker characteristics predicted job satisfaction.
3) The study identified unique hierarchies of predictors for both job satisfaction and organizational commitment, highlighting differences between what drives these two important attitudes.
This document provides an overview of motivation theories including content and process theories. It discusses early motivation theories such as Maslow's hierarchy of needs, ERG theory, McGregor's Theory X and Y, and Herzberg's two-factor theory. It also covers McClelland's need theory. The document defines motivation and explores the meaning and basic model of motivation. It examines major types of motivation theories and how to apply early motivation theories in a business management context.
This document provides an overview of organizational behaviour and related concepts. It discusses that organizational behaviour is the study of human behavior in organizational settings to improve organizational effectiveness. The goals of organizational behaviour are to understand, predict, and control human behavior. It also outlines the key elements that influence organizational behaviour, including people, structure, technology, and the external environment. Several contributing disciplines to organizational behaviour are also mentioned such as psychology, sociology, social psychology, anthropology, political science, and economics.
Organizational behavior is a field that studies how individuals, groups, and organizational structure influence behavior in organizations. It draws from various disciplines like psychology, sociology, social psychology, anthropology, and political science. The goal is to apply this knowledge to improve organizational effectiveness. Organizational behavior focuses on topics like motivation, leadership, communication, and change management. It also considers how the external environment impacts an organization. Studying organizational behavior helps people understand themselves and others, and prepares them for roles in organizations as members or managers.
This document discusses the concept of values in sociology. It begins by noting that while sociologists often reference values and norms, they tend to do so cursorily without rigorous conceptualization or measurement of values. The document then addresses three questions: (1) What are values? It argues values are distinct from but related to attitudes, traits, norms, and needs. (2) Where do values come from? It discusses cultural and social influences on values. (3) What do values do? It explores how values relate to behaviors, judgments, and social order. The document aims to revive serious study of values in sociology by clarifying conceptual issues and reviewing empirical research.
Academic Voices And Claims Reviewing Practices In Research WritingCharlie Congdon
This document summarizes a research paper that analyzes how politeness strategies involving reporting verbs are used in literature review chapters of English and Spanish PhD theses in computer science. It examines how writers establish their voice and attribute voices to other authors through citations and reporting verbs. The research compares 10 theses written in English at the University of Glasgow to 10 written in Spanish at the Polytechnic University of Valencia. It finds that English writers show more tentativeness and personal commitment, while Spanish writers tend to mask individual voices and avoid confrontation.
The document discusses a changing behaviour workshop taking place on September 18th in Cork County Hall. It will cover topics such as behaviour models, measurement surveys, driving low carbon behaviour, and effective communication. Dr. Vincent Carragher will be speaking.
A Comparison of Youth’s Value Systems: The Case of Vietnamese Ethnic Groups Sam Rany
This document compares the value systems of youth from Vietnamese ethnic minority and majority groups. It analyzes data from a survey of 102 students using Rokeach's Value Survey to measure terminal and instrumental values. The findings show both groups emphasize personal and political terminal values over social values. Minority youth showed less emphasis on relationships while majority youth cared less about hedonism and individualism. Both groups prioritized moral instrumental values over competence and intrinsic values. Minority youth placed more importance on achievement and competence compared to majority youth. The terminal values of the two groups were more similar than their instrumental values, with a few significant differences found between some specific values.
This document compares the value systems of youth from Vietnamese ethnic minority and majority groups. It examines terminal values (end-states of existence) and instrumental values (modes of conduct) using Rokeach's Value Survey. The findings show both groups emphasize personal and political terminal values over social values. Minority youth showed less emphasis on relationships while majority youth cared less about hedonism and individualism. Both groups prioritized moral instrumental values over competence and intrinsic values. Minority youth emphasized accomplishment and competence more. The groups' terminal values were more similar than their instrumental values, with a few significant differences found. The study contributes to understanding value exchanges during globalization in Vietnam.
O impacto da liderança transacional e transformacional sobre a cidadania org...Psicologia_2015
This document summarizes a research study that investigated the impact of transactional and transformational leadership styles on organizational citizenship behaviors. The study surveyed 213 workers who completed scales measuring leadership style and organizational citizenship. Regression analysis showed that transactional leadership positively predicted behaviors related to creating a favorable external climate, while transformational leadership positively predicted creative suggestions, external climate, self-training, and colleague cooperation. Transformational leadership had a greater predictive impact on organizational citizenship behaviors than transactional leadership. The conclusion was that transformational leaders are better able to motivate subordinates to engage in extra-role behaviors beyond their job requirements.
Perception of civil servants on performance : An Emperical Analysis of Indone...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Organizational behaviour is a field of study that draws from multiple disciplines including psychology, sociology, anthropology, and political science. Psychology contributes the scientific study of human mental functions and behaviors. Sociology studies society and social relationships. Social psychology examines relationships between individuals and groups. Anthropology studies human societies and activities. Political science analyzes individual and group behaviors within political systems. Together these disciplines help organizational behavior understand topics like motivation, leadership, job satisfaction, and group dynamics within companies.
1. The document discusses the meaning of social behavior and organizational behavior. It defines social behavior as behavior directed towards society or between members of the same species.
2. Organizational behavior is defined as the study of how individuals, groups, and structure impact behavior in organizations. It has four main elements - people, structure, environment, and technology.
3. The document also outlines different theories of organizational behavior including classical, humanistic, and modern approaches. The classical approach emphasized control while the humanistic approach focused on worker needs and balance.
Micro sociological theories focus on social interaction and how individuals construct meaning and society. Structural theories emphasize how social structures influence individuals. The document discusses key theorists in both camps, including Weber, Mead, Blumer and Giddens, and debates whether structure or agency is more important. It also examines attempts to integrate both perspectives, such as Giddens' theory of structuration and Habermas' concepts of life world and system.
Investigating Organizational Citizenship Behaviors in Terms of Some Variables*inventionjournals
The aim of this study is to detect the perceptions of public primary school teachers regarding organizational citizenship behaviors in terms of some variables (gender, marital status and professional seniority). The research sample consists of randomly selected 346 teachers from 40 schools in the central district of Mardin, Turkey in the academic year of 2015-2016. “Organizational Citizenship Scale” translated from English by Polat (2007) was used in this study. Some of the important findings are; the item with the highest level related to the perceptions of public primary school teachers about organizational citizenship behaviors: “I care about protecting my colleagues’ rights (M=4.35, I completely agree), the item with the lowest level “I always tell people around me that I want to quit teaching (M=1.75, I strongly disagree)”. No significant difference was detected in the dimensions of the organizational citizenship behaviors with respect to the teachers’ gender. However, significant difference was detected just in the dimension of gentility related to the variable of marital status. Furthermore, significant difference was detected in gentility and conscientiousness regarding the seniority. Keywords: Organizational citizenship, pri
This document provides an introduction to organizational behavior (OB). It defines OB and outlines its key elements and scope. OB draws from contributing disciplines like psychology, sociology, social psychology, and anthropology. The document presents an OB model that identifies the primary independent variables (like personality, group structure, organizational culture) and dependent variables (like job satisfaction, productivity, turnover) in OB. It also discusses the three levels of analysis in OB: individual, group, and organizational.
This document provides an overview of organizational behaviour and its importance. It defines organizational behaviour as the study of human behaviour in organizational settings, drawing from fields like psychology, sociology, and anthropology. It discusses how organizational behaviour examines behaviour at the individual, group, and organizational levels. The document also outlines four key elements that make up organizations: people, formal structure, technology, and the external social system. Finally, it discusses three important reasons for studying organizational behaviour: to understand human behaviour, help organizations adapt to change, and help managers control and direct behaviour to achieve goals.
Organizational behaviour draws from several behavioral disciplines including psychology, sociology, social psychology, anthropology, and political science. Psychology studies individual behavior, learning, perception, emotions, and motivation to improve organizational effectiveness and employee well-being. Sociology examines how individuals fill social roles and how social groups influence organizational performance. Social psychology focuses on how people influence each other, including attitudes, communication, trust, and group decision-making. Anthropology provides insights into cultural differences between societies and organizations. Political science analyzes how power is structured and manipulated within political environments.
Biglan et al the critical role of nurturing environments for promoting human ...Dennis Embry
The recent Institute of Medicine report on prevention (National Research Council & Institute of Medicine, 2009) noted the substantial interrelationship among mental, emotional, and behavioral disorders and pointed out that, to a great extent, these problems stem from a set of common conditions. However, despite the evidence, current research and practice continue to deal with the prevention of mental, emotional, and behavioral disorders as if they are unrelated and each stems from different conditions. This article proposes a framework that could accelerate progress in preventing these problems. Environments that foster successful development and prevent the development of psychological and behavioral problems are usefully characterized as nurturing environments. First, these environments minimize biologically and psychologically toxic events. Second, they teach, promote, and richly reinforce prosocial behavior, including self-regulatory behaviors and all of the skills needed to become productive adult members of society. Third, they monitor and limit opportunities for problem behavior. Fourth, they foster psychological flexibility—the ability to be mindful of one's thoughts and feelings and to act in the service of one's values even when one's thoughts and feelings discourage taking valued action. We review evidence to support this synthesis and describe the kind of public health movement that could increase the prevalence of nurturing environments and thereby contribute to the prevention of most mental, emotional, and behavioral disorders. This article is one of three in a special section (see also Muñoz Beardslee, & Leykin, 2012; Yoshikawa, Aber, & Beardslee, 2012) representing an elaboration on a theme for prevention science developed by the 2009 report of the National Research Council and Institute of Medicine. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This document discusses Islamic ethics in public relations. It begins by defining ethics and its importance in human life and various professions. It then discusses the role of ethics specifically in public relations, noting that ethical practice is crucial to build trust and reputation. The document outlines some key principles of ethics in public relations according to Islamic teachings, including guidelines mentioned in the Quran and practices of prophets. It aims to help PR practitioners in Muslim countries understand how to incorporate Islamic ethics into their work.
This document provides an overview of organizational behavior presented by K V Bavisree of St. Mary's College Thrissur. It defines organizational behavior as the study of human behavior in the workplace and interactions between people and organizations. The document discusses the evolution of organizational behavior through various thinkers like Taylor, Mayo, Maslow and Mintzberg. It also outlines the interdisciplinary nature of organizational behavior and its importance in helping managers effectively manage human resources and influence organizational events. Finally, it presents some key challenges and opportunities for organizational behavior like improving skills, quality, and responding to globalization.
This study examines personality traits and career satisfaction among human resource professionals. Specifically, it compares traits of HR managers to non-managers and those in other occupations. It also compares traits and satisfaction of HR managers in the US and UK. The study found HR managers differed from others in traits like optimism and visionary style. Traits like emotional resilience were linked to greater career satisfaction for HR managers. Differences also emerged between HR managers and non-managers, as well as some between US and UK HR managers. The results provide insights into selecting, developing and retaining HR professionals.
This study analyzed predictors of job satisfaction and organizational commitment using a sample of 319 human service workers across 22 organizations. It found that:
1) Two job characteristics, skill variety and role ambiguity, were the best predictors of job satisfaction, while two organization characteristics, leadership and organization age, were the best predictors of organizational commitment.
2) One worker characteristic, education level, predicted organizational commitment, but no worker characteristics predicted job satisfaction.
3) The study identified unique hierarchies of predictors for both job satisfaction and organizational commitment, highlighting differences between what drives these two important attitudes.
This document provides an overview of motivation theories including content and process theories. It discusses early motivation theories such as Maslow's hierarchy of needs, ERG theory, McGregor's Theory X and Y, and Herzberg's two-factor theory. It also covers McClelland's need theory. The document defines motivation and explores the meaning and basic model of motivation. It examines major types of motivation theories and how to apply early motivation theories in a business management context.
This document provides an overview of organizational behaviour and related concepts. It discusses that organizational behaviour is the study of human behavior in organizational settings to improve organizational effectiveness. The goals of organizational behaviour are to understand, predict, and control human behavior. It also outlines the key elements that influence organizational behaviour, including people, structure, technology, and the external environment. Several contributing disciplines to organizational behaviour are also mentioned such as psychology, sociology, social psychology, anthropology, political science, and economics.
Organizational behavior is a field that studies how individuals, groups, and organizational structure influence behavior in organizations. It draws from various disciplines like psychology, sociology, social psychology, anthropology, and political science. The goal is to apply this knowledge to improve organizational effectiveness. Organizational behavior focuses on topics like motivation, leadership, communication, and change management. It also considers how the external environment impacts an organization. Studying organizational behavior helps people understand themselves and others, and prepares them for roles in organizations as members or managers.
This document discusses the concept of values in sociology. It begins by noting that while sociologists often reference values and norms, they tend to do so cursorily without rigorous conceptualization or measurement of values. The document then addresses three questions: (1) What are values? It argues values are distinct from but related to attitudes, traits, norms, and needs. (2) Where do values come from? It discusses cultural and social influences on values. (3) What do values do? It explores how values relate to behaviors, judgments, and social order. The document aims to revive serious study of values in sociology by clarifying conceptual issues and reviewing empirical research.
Academic Voices And Claims Reviewing Practices In Research WritingCharlie Congdon
This document summarizes a research paper that analyzes how politeness strategies involving reporting verbs are used in literature review chapters of English and Spanish PhD theses in computer science. It examines how writers establish their voice and attribute voices to other authors through citations and reporting verbs. The research compares 10 theses written in English at the University of Glasgow to 10 written in Spanish at the Polytechnic University of Valencia. It finds that English writers show more tentativeness and personal commitment, while Spanish writers tend to mask individual voices and avoid confrontation.
Cultural differences in organisations ppt MBABabasab Patil
This document discusses cultural differences in organizations based on various studies and research. It summarizes key theories on organizational culture like McGregor's Theory X and Y, Hofstede's study identifying dimensions of individualism/collectivism, power distance, uncertainty avoidance, and masculinity/femininity. Other research highlighted includes differences between high and low context cultures, and how organizational culture is influenced by societal culture and leaders play a role in shaping culture. Studies found culture affects variables like employee performance, communication styles, and that organizations inherit cultural traits from the societies employees come from.
Employee spirituality and job engagement a correlational study across organi...prjpublications
This study examines the relationship between employee spirituality and job engagement across organizational hierarchies. It measures the spiritual levels and engagement of employees at a manufacturing organization in India. The study aims to correlate employee spirituality scores with engagement levels to determine if higher spirituality impacts engagement. It hypothesizes that the effect of spirituality on engagement increases at higher hierarchical levels. Survey data on spirituality, engagement, and tenure is collected and analyzed to validate these relationships.
Leaders of the school have the responsibility for providing the conductive organizational climate at the workplace. This will affect the teachers, students and overall functioning of the school. The students will embrace good values and we will be able to give a virtuous generation to the nation. This paper is
an attempt to find out and compare the different values of the school principles. All the relevant data was collected from Dwarka, Delhi. Twenty principals of senior secondary private schools were taken as a sample for the study. Mean and SD was used to interpret the data. Values have been defined as the classification done by Allport et al. in 1951.Results revealed that there was high mean score for social
and theoretical values among the principals.
Leadership and Organizational Culture Linking CEOCharacteri.docxsmile790243
Leadership and Organizational Culture: Linking CEO
Characteristics to Cultural Values
Tomas R. Giberson Æ Christian J. Resick Æ
Marcus W. Dickson Æ Jacqueline K. Mitchelson Æ
Kenneth R. Randall Æ Malissa A. Clark
Published online: 26 April 2009
� Springer Science+Business Media, LLC 2009
Abstract
Purpose The purpose of this study was to empirically
examine organizational culture theorists’ assertions about the
linkages between leadership and the cultures that emerge in
the organizations they lead. Specific hypotheses were
developed and tested regarding relationships between chief
executive officers’ (CEO’s) personality traits, and the cultural
values that are shared among their organization’s members.
Design/Methodology/Approach Thirty-two CEOs com-
pleted measures of the Big-Five personality traits and
personal values. A total of 467 employees across the 32
organizations completed a competing values measure of
organizational culture.
Findings Results indicate support for several hypothe-
sized relationships between CEO personality and cultural
values. Exploratory analyses indicated that several CEO
personal values were related to culture values.
Implications Organizations need to seriously consider the
‘‘fit’’ between the current or desired organizational culture
and CEO characteristics. Organizations attempting to
change fundamental aspects of its functioning may need
significant behavioral—or personnel—changes at the top of
the organization in order to achieve those changes.
Originality/Value This is the first empirical study to
establish a link between specific CEO characteristics and
the cultural values of their organizations. This study pro-
vides evidence that CEO characteristics are felt throughout
the organization by impacting the norms that sanction or
discourage member behavior and decision making, and the
patterns of behavior and interaction among members.
Keywords CEO characteristics � Organizational culture �
Leadership � ASA theory � Multi-level research
Introduction
Organizational culture is a topic of considerable interest to
organizational researchers, management consultants, and
corporate executives alike. For example, organizational
culture has been described as a management tool (Trice and
Beyer 1993), credited with creating a competitive advan-
tage (Bennis and Nanus 1985), as the reason behind merger
and acquisition failure (Donahue 2001), and for providing
the basis for success (Denison 1990). An organization’s
culture is also thought to be intricately related to its lead-
ership, particularly its upper echelon leaders (e.g., Bennis
1986; Davis 1984; Quinn and McGrath 1984; Schein 2004;
Trice and Beyer 1993). Yet, as Schneider and Smith (2004)
noted, there is plenty of theory suggesting that leaders have
an effect in their organizations, but little empirical study of
the linkages between leaders’ individual differences and
organizational characteristics and success.
R ...
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The document examines differences in models of agency between college-educated (BA) and less educated (HS) European Americans. Through three studies, the authors found that:
1) BA participants and their preferred cultural products (rock lyrics) emphasized expressing uniqueness, controlling environments, and influencing others, whereas HS participants and their preferred products (country lyrics) emphasized maintaining integrity, adjusting selves, and resisting influence.
2) When given choices, BA participants liked chosen objects more, but choice did not affect HS participants' preferences, reflecting their different agency models.
3) The findings suggest BA and HS models of agency qualitatively differ, though there is overlap between their worlds.
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This document summarizes a research paper that explores the different dimensions of organizational culture. It identifies six main dimensions that researchers have used to analyze organizational culture: OCTAPACE, which includes openness, confrontation, trust, authenticity, proaction, autonomy, collaboration, and experimentation; and Hofstede's culture dimensions, which looks at culture on a national level. The document reviews studies that have analyzed these dimensions in various organizations. The purpose is to better understand organizational culture by examining its multidimensional nature and how different aspects of culture can impact an organization.
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Running head: DOCTORAL RESEARCH: ANNOTATED BIBLIOGRAPHY 1
DOCTORAL RESEARCH: ANNOTATED BIBLIOGRAPHY
Walden University
Faraji Edwards
Week 1 Assignment: PhD in Management: Leadership, & Power
(MGMT – 8410-1)
Ayman, R., &Korabik, K. (2010). Leadership: Why gender and culture matter. American Psychologist, 65(3), 157-170.
Majority of the leadership studies conducted in the past usually concentrated on white people. However, there exists other diverse issues affecting affecting the diversity in leadership. In this journal article, Ayman & Korabik (2010) expound on how variables of culture, gender and ethnicity affect leadership. Consequently, the authors conduct a survey on leaders from different cultural and racial backgrounds. The results of the study indicate that leaders of color and women leaders firmly grasped their ethnic and sexual orientation characters contrasted and White male leaders (Ayman & Korabik, 2010). These social personalities together with lived encounters connected with minority status were seen as affecting their activity of leadership, displaying both difficulties and qualities (Ayman & Korabik, 2010). Differences in the leadership profile of this different leadership test with the Anglo bunch in the GLOBE considers propose the significance of inspecting assorted qualities in leadership (Ayman & Korabik, 2010). Conceptualizations of leadership should be comprehensive of the social characters and lived encounters that leaders and devotees both convey to the connections of leadership.
Maner, J. K., & Mead, N. L. (2010). The essential tension between leadership and power: When leaders sacrifice group goals for the sake of self-interest. Journal of Personality and Social Psychology, 99(3), 482-497.
Issues of bounded rationality, mismanagement of firm resources among others are the major shortcomings witnessed in the leadership arena. There comes a time when leaders act contrary to the set principles or ignore vital information, the latter of which results to the organization deviating from its goals. At times, leaders might sacrifice team goals to pursue their selfish interests, requiring the effective use of defined frameworks to keep them in check. In a research conducted by Maner & Mead, (2010), the authors suggest the use of both linkage and climate theory to observe and analyze leadership. The study uses random sampling and experimentations to determine whether leaders often wield power with the intention of promoting self interests or team goals. However, the study is subject to various limitations. For instance, Maner & Mead, (2010), acknowledge that the studies used were designed to be rigorous, controlling group decisions in lab tests. In the real settings, group decision making is dynamic and uncontrolled.
Dixon, M. L., & Hart, L. K. (2010). The impact of Path-Goal leadership styles on work group effectiveness and turnover intention. Journal of Managerial Issues, 22(1), 52-69.
In this ...
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Similar to GENDER AND RABINDRIK WORK VALUE ORIENTATION (20)
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GENDER AND RABINDRIK WORK VALUE ORIENTATION
D. Dutta Roy
Suhina Bhaduri
Abstract
Value is an enduring belief that have specific mode of conduct and end state of existence
Preference to values is hierarchical in nature. Dutta Roy and Bandopadhay (2010) by analysis of
the script of Reverend Rabindranath Tagore’s songs identified 14 path and 14 goal oriented work
values. Path-oriented work values are specific conducts to achieve the end or work goal. The
path-oriented work values are instrumental to goal oriented values. Rabindrik work values are
based on self-awakening principles in work setting rather extrinsic factors like incentives,
promotion etc. Current study examined value convergence between genders. Data were collected
by value questionnaire from 91 female and 57 male respondents working in different
occupations. Results show that most of the values are converged between genders.
Keywords: Work values, Value convergence and divergence.
Introduction
Over the years a great deal of research has been devoted to the study of values in relation to
work. Super, (1980), Super & Sverko (1995) initially introduced the work value concept into
career development and vocational choice theory. Work has always attracted relatively more
research attention than other life domains such as family, leisure, community, and religion. Work
plays in social life, not only as the primary source of income, but also as a base for social
participation, social status, consumption, health, family life, and so on. Since the early 1980s
several large-scale comparative studies have been undertaken which show the differences
between citizens from various countries or nations with respect to the importance of work Most
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of these studies have treated work-related values as expressions of more general life values, and
have made efforts to interpret the differences in terms of broader cultural patterns, reflecting the
historical development of the particular countries or regions and the adaptation to their
environments. In another vein, work values have been investigated at the level of occupational
categories (e.g. Ball, Farnill, Beiers, & Lindorff, 1989: Zanders & Harding, 1995)
and at the level of the individual (e.g. Allport & Vernon. 1931; Super. 1969). In the
latter case, values have been related to interests and other motivational
notions, and used to explain differences in people‘s occupational
behavior in particular vocational choice. A general assumption,
underlying most of the research has been that shared values as expressed at
the collective level on the one side and individual values as operating in daily
occupational behavior on the other side are somehow interrelated,
although its causality is still a debated issue. Values occupy a prominent place in the scientific
and public discourse at a number of levels. They are “among the very few social psychological
concepts that have been successfully employed across all social science disciplines” (Rokeach &
Ball-Rokeach, 1989, p-775). At the organizational level, values are viewed as a major
component of organizational culture (O’Reilly & Chatman, 1996) and are often described as
principles responsible for the successful management of a number of companies. Values have
also been characterized as the “most distinctive property or defining characteristic of a social
institution” (Rokeach, 1979).
In recent years, few studies suggested that there may be gender differences into value orientation
(Marini, 1990) Some empirical research shows that women or girls are more likely than boys to
be care-oriented and to express concern and responsibility for the well-being of others (Beautel
and Marini, 1995). Gender gaps have also been found in attitudes towards work values and in
care taking behavior. In general women are more likely than men to be in jobs that involve
helping others and express other-oriented concern. (Marini et al., 1996)
Research demonstrates gender gap in attitudes towards social collectivities and public
policy preferences. Women are more likely than men to express concern and responsibility for
the well-being of others (Beautel and Marini, 1995). Women are more superior than men of
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education, health program, social welfare and reconciliation and peace (Cononer and Sapiro,
1993).
Systematic analysis of helping behavior has focused on gender differences in the nature and
types of health that men and women demonstrate. The results indicate that men helping may
cause heroic and chivalrous behavior, including non-routine and risky act of rescuing others and
behavior that shows courtesy and protection of sub-ordinates .Women on the other hand tend to
help in a nurturing way and provide emotional support especially when their helping is aimed at
family members and close members (Belansky and Boggiano, 1994).
Some studies found no gender differences in moral judgments or value orientation –women
are just as capable as men of being competition–oriented (Cohm, 1991).This above research
finding indicates there is a possibility of convergence and divergence in value orientation
between genders. This study aims at examining gender differences at value orientation to
Rabindrik work values. As there is no systematic study on Rabindrik work values orientation of
male and females was done on the present study.
Rabindrik work values
The value concept is able to unify the apparently diverse interests of all the sciences concerned
with human behavior (Rokeach, 1973). Rokeach (1973) defined a value as “an enduring belief
that a specific mode of conduct or end state of existence is personally or socially preferable to an
opposite or converse mode of conduct or end state of existence". So, value is a belief that is
enduring. Since, it is enduring, values cannot be changed easily. Value has the hierarchical
structure or value system. Value system varies with the context. Values with reference to work
are called work values. Once a value is internalized it becomes a standard for guiding action or
criterion for selection of an action .Although values are internal to the individual ,they are
basically social products .They are generally acceptable to the society as a whole or a section of
the society as preferred mode of conduct or end states. Chakraborty (1987) has defined values as
manner in which an individual tends to make judgment or choices both about goals and means at
different stages of one's life in different facets of it as are deemed to lead to the well-being and
happiness of oneself and society. Chakraborty (1991) stated that values of Indians anchored in
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transcendental aspect of human existence. To him, values are salient to Indian socio-cultural
ethos. He suggested five values: (a) respect for individuals, (b) cooperation and trust, (c)
purification of the mind,
(d) top-quality products and services, (e) work as worship, (f) values developed by role modeling
and open examination of values practiced as espoused.
Work values may be defined as the conception of what is ‘preferable’ from among the
alternative modes of conduct or end states with respect to one’s work .These are individually
held conception of what is desirable with respect to the individual work activity. Work values are
expected trio be an integral part of nations ethos, as such they need to be internalized by
members of society through socialization, via various institutional channels, so they become an
aspect of individuals personalities (Asma and Punekar, 1985). Based on Personal values
questionnaire of England, Roy and Dhawan (1984) found managers were equally distributed in
materialistic, pragmatic and mixed categories. While defining managerial values, Indian
executives cited work ethics, commitment, self-motivation, integrity, hard work, etc.
Respondents indicated integrity, trust, achievement, motivation, truthfulness, humility and
contentment. The five most important goals of a typical Indian manager, as reported in the study
were customer satisfaction, achievement of departmental or organizational goals within a
scheduled time frame, employee motivation and career progress. Upadhayay (1985) concluded
that Indian managers are status and power oriented and evaluate their status by the size of the
office, the quality and size of their office table, chairs, furnishings and perks etc. and believe that
maintaining distance from subordinates is a safer route to managing them effectively, than
mixing with them ,regard decision –making as their prerogative and consultation or joint
decision making as means of eroding their authority ,tend to take credit for work done
themselves, rather than share it with individual members of team ;show indifference towards
bringing about improvement in work environment as they move up the hierarchy. Prakash
(1982) stated that two sets of values appear in organizational context: a)Values which
characterize these socio-cultural system in which economic relation submerged in social relation.
b) Values characterize modern industrial societies, in which relation of members of organization
with each other and organization are contractual.
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The Revered Gurudev Rabindranath Tagore composed several songs. In a word this is called
Rabindrasangeet. To him music is not an object rather a mediator to look at the inner and inner
core of consciousness.’Gitabitan’ is the archive of his songs. Dutta Roy and Bandopadhyay
(2010) extracted 14 path and 14 goal oriented work values from Rabindrasangeet. Path oriented
values are Self-Awakening (Perception of self as stable and positive), Emotional control
(Controlling unwanted emotion), Systematic (Following planned steps), Non self-insulting (Not
offending to self), Fearless (Feeling of overcoming fear), Cleanliness (Neat and tidy), No Work
and Family conflict (Maintaining balance between work and family demands), Niskam principle
(Working without expectation of reward), Challenging (Competing against one), Self-
understanding (Feedback to self about own success and failure, Doubtless (Confidence and
certainty in belief), Free from fear of failure (Freedom from anticipated fear), resolute
(Determined in purpose and action), Active (Avoidance of laziness). Goal –oriented values are
Peace (free from conflicts with others), Universalization (Thinking for everyone), Enlightenment
(Having true understanding), Positive feeling (feeling of happiness), Family security (taking care
of loved ones), A sense of accomplishment (A lasting contribution), Pleasure (An enjoyable life),
Inner Harmony (Freedom from Inner conflict), Self-respect (Pride in Oneself), Salvation (Saving
self from bad effect), Self-Empowerment (Enabling power to self), Security (Protection from
attack), Significance in Life (Finding meaning in life), Altruism (Considering good of others
before own).
Rokeach contended that values are hierarchical in nature. Since, it is hierarchical it can be
assessed by rank order scale.
Objective: This study aims at examining extent of gender differences in work value orientation.
Here gender differences in value orientation mean the extent of divergence and convergence in
different path and goal oriented Rabindrik Work Values.
Method
Participants
Data were collected from 212 educated individuals devoid of any psychiatric illness. Of them
148 reported their gender. Henceforth the final study included 91 females and 57 males. Average
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participants were middle aged (M = 31.91 years; SD = 9.40). Most of the participants had a post-
graduation degree.
Instruments
Personal Information Schedule: Personal Information Schedule was used to record general
information like name, age, gender, educational qualification, marital status etc.
Rabindrik Value Orientation Questionnaire: It includes 14 path and 14 goal related work values.
Respondents were asked to rank the two sets of values independently in terms of their relative
importance in working situation. Rank 1 indicates most important and Rank 14 indicates least
important (see appendix).
Statistical analysis
Squared Rank Difference and Rank ordered Correlation coefficients were computed to find out
the extent of value convergence and divergence between the genders.
Results and discussions
Rank order correlation
Spearman rank order correlation coefficient suggests that males and females converged more in
goal oriented work values (rho = 0.89) than in path oriented values (rho = 0.73) (Table 1; Table
2).
TABLE 1
Rank Differences in Goal Oriented Rabindrik Work Values
Goal-Oriented Values Male Female D2 Total
Rank
Difference
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Peace 6 5 1 5.5 1
Universalization 6 7 1 6.5 -1
Enlightenment 6 6 0 6 0
Positive Feeling 5 5 0 5 0
Family security 5 4 1 4.5 1
A sense of Accomplishment 9 9 0 9 0
Pleasure 9 6 9 7.5 3
Inner Harmony 7 8 1 7.5 -1
Self-Respect 4 5 1 4.5 -1
Salvation 8 10 4 9 -2
Self-empowerment 7.5 9 2.25 8.25 -1.5
Security 11 10 1 10.5 1
Significance 8 8 0 8 0
Altruism 11 11 0 11 0
Squared rank differences
In Goal oriented work values, no rank differences were noted in five values as enlightenment,
positive feeling, accomplishment, significance and altruism (Table 1). Of the five values, two
values namely positive feeling (median rank=5), and enlightenment (median rank=6) were
preferred by both genders.
With respect to path oriented work value, no rank differences were found in three values
namely emotional control, self insultingless, free from fear of failure (Table 2). Of the three
values, emotional control were more preferred (median rank=9) than other values.
TABLE 2
Rank Differences in Path Oriented Rabindrik Work Values
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Path-Oriented Values
Mal
e Female D2 Total
Rank
Differenc
e
Self-Awakening 4 3 1 3.5 1
Emotional control 7 7 0 7 0
Systematic 6 5 1 5.5 1
Self Insultingless 9 9 0 9 0
Fearless 7 8 1 7.5 -1
Cleanliness 9 6 9 7.5 3
No Work Family Conflict 8 6 4 7 2
Niskam Principle 11 9 4 10 2
Challenging 7 9 4 8 -2
Self understanding 7 6 1 6.5 1
Doubtless 10 9 1 9.5 1
Free from Fear of Failure 10 10 0 10 0
Resolute 9 6 9 7.5 3
Active 7 6 1 6.5 1
Some values were diverged between genders in both path and goal oriented work value
orientation. In path oriented work values, squared rank difference was high in cleanliness and
resolute (Table 2). Both values were more preferred to females (Median Rank = 6).On the other
hand value divergence was high in pleasure value. Females preferred it more than males.
Independent of gender wise differences, most preferred path oriented values were self-
awakening (joint median rank-3.5) and systematic (joint median rank=5.5). And for the goal
oriented value, they were family security (joint median rank=4.5), self-respect (joint median
rank=4.5) and peace (joint median rank=5.5) (Table 1).
Findings are in conformity with earlier findings. Like the results of current study, Beautel and
Marini (1995) observed gender differences in value orientation. This study provides some new
information as it deals with two categories of value orientations – path and goal values. Gender
difference is high in path oriented work values than goal oriented values. This means that both
male and female possess almost similar goal oriented value preference but they differ in how to
reach at the goal.
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Implication
Findings are important for Human resource management. Males should be presented more
challenging tasks and the environment of female should be clean. When tasks will be assigned, it
must be properly discussed so that both genders can experience free from fear of failure.
Attention should be paid to positive feeling and enlightenment.
To sum up, current study shows convergence and divergence in work value orientation of
male and female and discusses its implications on human resource management.
References
Allport, G. W., & Vernon, P. E. (1931). Study of values: A scale for measuring the dominant
interests in personality, Boston: Houghton Mifflin.
Amsa, P. & Punekar , V. B. (1985 ). A Value-Based Conceptual Model of Commitment to
Work: An Empirical Validation. Indian Journal of Industrial Relations, 21(1), 16-33.
Ball, I. L., Farnill, D., Beiers, V., & Lindorff, M. (1989). A comparison of work related values
of personnel officers and career workers. Advances in Industrial Organizational Psychology,
405-413.
Beautel, A. M., & Marini, M. M. (1995). Gender and Values. American Sociological Review, 60
(3), 436-448.
Belansky, E. S., & Boggiano, A. K. (1994). Predicting Helping Behaviors: the Role of Gender
and Instrumental or Expressive Self schemata Sex-Roles. 30,647-661.
Chakraborty, S. K. (1987). Managerial Effectiveness and Quality of Worklife. Indian Insights
New Delhi: Tata McGraw-Hill, 3.
Chakraborty, S. K. (1991). Management by Values: Towards Cultural Congruence, Values serve
the process of becoming, in the sense of transformation of the level of consciousness to purer,
higher levels. Delhi, Oxford University Press, 1.
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Cohn, L. D. (1991). Sex differences in the course of personality development: A meta-
analysis. Psychological Bulletin, 109, 252-266.
Cononer, P. J., & Sapiro, V. (1993). Gender, Feminist consciousness and Work. American
Journal of Political Science, 37, 1079-1099.
Dutta Roy, D. & Bandopadhyay, E. (2010). Exploring Work Values in Rabindrasangeet, Asian
Journal of Management Research, 34-39.
Marini, M.M. (1978).Sex differences in the determination of adolescent aspirations: A review of
the research. Sex roles, 4, 723-751.
Marini, M. M., Pi-Ling, F., Finley, E. & Beutel, A. M. (1996). Gender and job values. Sociology
of Education, 69 (1), 49-65.
O'Reilly, C., & Chatman, J. A. (1996). Culture as social control: Corporations, cults, and
commitment. Research in Organizational Behavior, 18, 287-365.
Prakash, A. (1982). A study of organizational Socialization of Industrial Worker. University of
Allahabad, India (Unpublished Doctoral Thesis).
Rokeach, M. (1973). The nature of human values. New York: The Free Press.
Rokeach, M. (1979). Some unresolved issues in theories of beliefs, attitudes and values. In H. E.
Howe, Jr., & M. M. Page (Eds.), Nebraska Symposium on Motivation (Vol. 27). Lincoln:
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Rokeach, M, & Sandra, J. Ball. (1989). Stability and Change in American Value Priorities.
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Roy, S. & Dhawan, S. K. (1984). Indian Managers and their Values. Indian Journal of Industrial
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Super, D. E. (1980). A life-span: Life-space approach to career development. Journal of
Occupational Psychology, 52, 129-148.
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Super, D. E. & Sverko, B. (1995). Life Roles, values and careers: International findings of the
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Appendix
Value Survey
Instruction: This questionnaire measures what is important in your life or values. Below are the
2 sets of values. Each set consists 14 values in life. The values are in alphabetical order. Each
value is accompanied by a short description and a blank space. Your goal is to rank each value
in its order of importance to you for each of the two sets. Study each set and think of how much
each value may act as a guiding principle in your life.
To begin, select the value that is of most importance to you. Write the number 1 in the
blank space next to that value. Next, choose the value is of second in importance to you and
write the number 2 in the blank next to it. Work your way through the list until you have ranked
all 14 values of first set. The value that is of least importance to you should appear in Box 14.
When you have finished ranking all 14 values, go to 2nd
list and rank the next 14 values in
the same way. Please do each set separately.
When ranking, take your time and think carefully. Feel free to go back and change your
order should you have second thoughts about any of your answers. When you have completed
the ranking of both sets of values, the result should represent an accurate picture of how you
really feel about what’s important in your life.
SET - I
A. SELF-AWAKENING – Imagining positive power or energy ______
B. EMOTIONAL CONTROL-Controlling unwanted emotion ______
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C. SYSTEMATIC – Following planned step ______
D. SELF-INSULTING LESS – Not offending to self ______
E. FEARLESS – Feeling of overcoming fear ______
F. CLEANLINESS – Neat and tidy ______
G. NO WORK-FAMILY CONFLICT – Maintaining balance between family and work
demand ______
H. NISKAM PRINCIPLE – Working without expectation of reward ______
I. CHALLENGING – Competing against one ______
J. SELF-UNDERSTANDING- Feedback to self about own success and failure ______
K. DOUBTLESS – Free from uncertainty in belief ______
L. FREE FROM FEAR OF FAILURE – Free from anticipated failure ______
M. RESOLUTE- Determined in purpose ______
N. ACTIVE – Avoiding laziness ______
SET – II
A. PEACE- Free from conflicts with others ______
B. UNIVERSALIZATION – Thinking for everyone ______
C. ENLIGHTENMENT- Having true understanding ______
D. POSITIVE FEELING – Feeling of happiness ______
E. FAMILY SECURITY- Taking care of loved ones ______
F. A SENSE OF ACCOMPLISHMENT- A lasting contribution ______
G. PLEASURE - An enjoyable life ______
H. INNER HARMONY- Freedom from inner conflict ______
I. SELF-RESPECT – Respect to own competencies ______
J. SALVATION - Saving self from bad effect ______
K. SELF-EMPOWERMENT - Enabling power to self ______
L. SECURITY - Protection from attack ______
M. SIGNIFICANCE IN LIFE - Finding meaning in life ______
N. ALTRUISM- Considering good of others before own ______
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13. Authors’ Copy
Submitted on December 02, 2013
Accepted on January 12, 2014
Introduction to Author
Dr. Debdulal Dutta Roy is an Assistant Professor at the Psychology Research
Unit, Indian Statistical Institute, Kolkata.
Email id: ddroy@isical.ac.in
Ms. Suhina Bhaduri has completed Masters in Applied Psychology. Her area of
research is Human Resource Management.
Declaration: of Conflicting Interests: The authors declared no conflicts of interest with respect
to the authorship and/or publication of this research paper.
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