Uploaded byMervyn Maico Aldana
Lesson 2 part 2
This document discusses values and how they relate to individual behavior and culture. It defines values as stable beliefs that guide preferences and actions. Values are influenced by socialization and form a hierarchy within each person. Personal values can be shared by groups to form organizational or cultural values. Values guide behavior but the link is complex, depending on reasoning and situational factors. The document also describes models of values, including types that fall under openness to change vs conservation and self-enhancement vs self-transcendence. Finally, it discusses how values differ across cultures, such as individualism vs collectivism and uncertainty avoidance.
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Lesson 2 part 2
- 1. Individual Behavior, Personality andValues HHUMBEHV M. Aldana 2018 | SHTM Faculty
- 2. Values in theWorkplace
- 3. Values Values arestable, evaluative beliefs that guide our preferences for outcomes or courses of action in a variety of situations. They are perceptions about what is good or bad, right or wrong. Values tell us what we ought to do. They serve as a moral compass that directs our motivation and, potentially, our decision and actions.
- 4. Values People arrangevalues into a hierarchy of preferences, called a value system. Each person’s unique value system is developed and reinforced through socialization from parents, religious institutions, friends, personal experiences and the society in which he or she lives.
- 5. Values Values thatexist within individuals are called personal values. Groups of people might hold the same or similar values, so we tend to ascribe these shared values to the team, department organization, profession, or entire society. Values shared by people throughout an organization are called organizational values. Values that are shared across a society is called cultural values.
- 6. Values and Personality Values tell us what we ought to do, whereas personality traits describe what we tend to do. Personality traits have minimal conflict with each other, whereas some values are opposed to other values. Personality and values are both partly determined by heredity; values are influenced more by socialization whereas personality traits are more innate.
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- 8. Types of Values Values comes in many forms, and experts have devoted considerable attention to organizing them into clusters. Milton Rokeach developed two list of values, distinguishing means (instrumental values) and end goals (terminal values).
- 9. Types of Values Today, the dominant model of personal values is the one developed and tested by social psychologist Shalom Schwartz and his colleagues. Schwartz list of 57 values builds on Rokeach’s earier work but does not distinguish instrumental from terminal values. Instead he organized them into the circular model. The model clusters the 57 specific values into 10 broad values categories: universalism, benevolence, tradition, conformity, security, power, achievement, hedonism, stimulation, and self-direction. Furthermore, he grouped them into four quadrants: openness to change, conservation, self-enhancement, and self-transcendence.
- 10. Types of Values Openness to change refers to the extent to which a person is motivated to pursue innovative ways. The opposing quadrant is conservation, which is the extent to which a person is motivated to preserve the status quo. The third quadrant is self-enhancement which refers to how much a person is motivated by self-interest. The opposite is self-transcendence, which refers to motivation to promote welfare of others and nature.
- 11. Values and IndividualBehavior Personal values guide our decisions and actions to some extent, but this connection isn’t always as strong as most people believe. Habitual behavior tends to be consistent with our values, but our everyday conscious decisions and actions apply our values much less consistently. The main reason for the disconnect between personal values and individual behavior is that values are abstract concepts, so their relevance to specific situations is not obvious much of the time.
- 12. Values and IndividualBehavior Four conditions strengthen the linkage between personal values and behavior. First, we tend to apply our values only when we can think of specific reasons for doing so. In other words, we need logical reasons for applying a specific value in a specific situation. Second, we tend to apply our values when the situation allows or encourages us to do so. Third, we are more likely to apply values when we actively think about them. Finally, we act more consistently with our personal values when we are literally reminded of them.
- 13. Values Congruence Valuescongruence refers to how similar a person’s values hierarchy is to the values of the organization. Person-organization value congruence occurs when a person’s values are similar to the organization’s dominant values. This increases the chance that employees will make decisions and act in ways that are consistent with organizational expectations. It also leads to higher job satisfaction, loyalty and organizational citizenship as well as lower stress and turnover.
- 14. Values Congruence Espoused-enactedvalue congruence is how consistent the values apparent in our actions (enacted values) are with what we say we believe in (espoused values). This is important for people in leadership positions because any obvious gap between espoused and enacted values undermines their perceived integrity, a critical feature of effective leaders. Organization-community values congruence refers to the similarity of an organization’s dominant values with the prevailing values of the community or society in which it conducts its business.
- 15. Ethical Values andBehavior When asked to identify the most important attribute of a leader, numerous surveys show honesty/ethics as the most important characteristic of effective corporate leaders. Ethics refer to the study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad. People rely on their ethical values to determine “the right thing to do.”
- 16. Three Ethical Principles Utilitarianism (consequential principle) Advises us to seek the greatest good for the greatest number of people. Focuses on the consequences of our actions, not on how we achieve those consequences. One problem is that it is almost impossible to evaluate the benefits or costs of many decisions, especially when many stakeholders have wide-ranging needs and values. Individual rights Reflects on the belief that everyone has entitlements that let him or her act in a certain way. Distributive justice Suggests that people who are similar to each other should receive similar benefits and burdens, those who are dissimilar should receive different benefits and burdens in proportion to their dissimilarity.
- 17. Four Other Factorsthat Influence Ethical Conduct in the Workplace Moral Intensity The degree to which an issue demands the application of ethical principles. Decisions with high moral intensity are more important, so the decision maker needs to more carefully apply ethical principles to resolve it. Ethical Sensitivity Is a personal characteristic that enables people to recognize the presence of an ethical issue and determine its relative importance. Situational Influences The situation in which the conduct occurs e.g. - Pressure from top management Mindlessness People don’t think about their actions might be unethical
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- 19. Five Cross CulturalValues Individualism The extent to which we value independence and personal uniqueness. High – USA, Chile, Canada, South Africa Medium – Japan, Denmark Low – Taiwan, Venezuela Collectivism The extent to which we value our duty to the groups we belong to and group harmony. High – Israel, Taiwan Medium – India, Denmark Low – USA, Germany, Japan
- 20. Five Cross CulturalValues Power Distance the extent to which people accept unequal distribution of power in society. High – India, Malaysia Medium – USA, Japan Low – Denmark, Israel Uncertainty Avoidance The degree to which people tolerate ambiguity (low uncertainty avoidance) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance). High – Japan, Belgium, Greece Medium – USA, Norway Low – Denmark, Singapore
- 21. Five Cross CulturalValues Achievement-Nurturing Orientation Competitive versus cooperative view or relations with other people. People with high achievement orientation value assertiveness, competitiveness and materialism. They appreciate people who are tough, and they favor the acquisition of money and material goods. People in nurturing oriented cultures emphasize relationships and well-being of others. They focus on human interaction and caring rather than competition and personal success. High – Austria, Japan Medium – USA, Brazil Low – Sweden, Netherlands
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