2. Values
Values
Basic convictions about what is important to
the individual
They contain a judgmental element of what is
right, good, or desirable.
Content:
what is important
Intensity: how important
Value System: a hierarchy based on a ranking of
an individual’s values in terms of their intensity.
3. Values
Types of values
Terminal:
Goals that individuals would like to achieve
during their lifetime
Instrumental: Preferable ways of behaving
Importance of values
Values
generally influence attitudes and behaviour.
4. Values vs. Ethics
Ethics
The science of morals in human conduct
Moral principles; rules of conduct
Ethical values are related to moral judgments
about right and wrong
5. A Framework for Assessing
Cultural Values
Hofstede’s Dimensions
Power Distance
Individualism Versus Collectivism
Quantity of Life Versus Quality of Life
Uncertainty Avoidance
Long-term versus Short-term Orientation
7. Types of Attitudes
Job Involvement
Organizational Commitment
. . . measures the degree to which a person identifies
psychologically with his or her job and considers his
or her perceived performance level important to selfworth.
. . . a state in which an employee identifies with a
particular organization and its goals, and wishes to
maintain membership in the organization.
Job Satisfaction
. . . refers to an individual’s general attitude toward his
or her job.
8. Reasons for Employee
Commitment
They are proud of [the company’s] aspirations,
accomplishments, and legacy; they share its values
They know what each person is expected to do, how
performance is measured, and why it matters
They are in control of their own destinies; they savour
the high-risk high-reward work environment
They are recognized mostly for the quality of their
individual performance
They have fun and enjoy the supportive and highly
interactive environment
9. Measuring Job Satisfaction
Single global rating
Asks individuals to respond to one question, such as
“All things considered, how satisfied are you with your
job?”
Summation score made up of a number of job
facets.
Identifies key elements in a job and asks for the
employee’s feelings about each and then adds them
up to get an overall satisfaction score.
Typical factors: the nature of the work, supervision, present
pay, promotion opportunities, and relations with co-workers.
10. Job Satisfaction
What Determines Job Satisfaction?
Mentally Challenging Work
Equitable Rewards
Supportive Working Conditions
Supportive Colleagues
Material pertinent to this discussion is found on pages 82.
Values represent basic convictions 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." Values have both content and intensity attributes. The content attribute specifies that the mode of conduct is important, and the intensity attribute specifies how important it is.
Values lay the foundation for the understanding of attitudes and motivation as well as influencing our perceptions. Values can cloud objectivity and rationality. Values generally influence attitudes and behaviour.
This material is found on page 82.
This material is found on page 82.
Material pertinent to this discussion is found on pages 84-85.
Power distance. The degree to which people in a country accept that power in institutions and organizations is distributed unequally. Ranges from relatively equal (low power distance) to extremely unequal (high power distance).
Individualism versus collectivism. Individualism is the degree to which people in a country prefer to act as individuals rather than as members of groups. Collectivism is the equivalent of low individualism.
Quantity of life versus quality of life. Quantity of life is the degree to which values like assertiveness, the acquisition of money and material goods, and competition prevail. Quality of life is the degree to which people value relationships, and show sensitivity and concern for the welfare of others.
Uncertainty avoidance. The degree to which people in a country prefer structured over unstructured situations. In countries that score high on uncertainty avoidance, people have an increased level of anxiety, which manifests itself in greater nervousness, stress, and aggressiveness.
Long-term versus short-term orientation. People in cultures with long-term orientations look to the future and value thrift and persistence. A short-term orientation values the past and present, and emphasizes respect for tradition and fulfilling social obligations.
Material pertinent to this discussion is found on pages 94-95.
Attitudes are evaluative statements, either favourable or unfavourable, concerning objects, people, or events. They are not the same as values but are more specific although closely related. If a faculty member says, “I like teaching,” he or she is expressing an attitude about his or her work.
Material pertinent to this discussion is found on pages 95-96.
In OB the focus is on a limited number of job-related attitudes. The three major ones are: Job Involvement (the degree to which a person identifies with the job); Organizational Commitment (the degree to which an individual identifies with an organization); and Job Satisfaction ( a general positive or negative attitude toward a job).
Material pertinent to this discussion is found on pages 96.
This is supplemental material.
Comparisons of one-question global ratings with the more lengthy summation-of-job-factors method indicate that the former is as valid. The best explanation for this outcome is that the concept of job satisfaction is inherently so broad that the single question captures its essence.
This is supplemental material.
Material pertinent to this discussion is found on pages 96-99.
Individual Productivity: The evidence suggests that the link between an individual’s job satisfaction and their productivity is slightly positive.
Organizational Productivity: The link between satisfaction and productivity is much stronger when we look not at individuals, but the organization as a whole.
Absenteeism and Turnover: We find a consistent negative relationship between satisfaction and absenteeism, but the correlation is moderate—usually less than +0.40.
Organizational citizenship behaviour (OCB): When employees feel that their employer is behaving fairly, they are more satisfied, and will then engage in OCB
