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Unit 4 : Individual Differences: Values - Coggle Diagram
Unit 4 : Individual Differences: Values
Values in the Workplace
Stable, evaluative beliefs that guide our preferences
Define right or wrong, good or bad
Value system - hierarchy of values
Espoused is the values we say we use and often think we use = PREFERED
Enacted is values we actually rely on to guide our decisions and actions = EXHIBITED
Values in the Workplace
Shared values – when more than one person share the same values
Organizational Values – what an organization has determined to be good or bad
Personal Values – what a person belief as good or bad
Cultural Values – values shared across a community
National CULTURE
GLOBE studies
Hofstede Studies
Influences on Ethical Conduct
Ethical sensitivity
Situational influences
Moral intensity
Supporting Ethical Behavior
Ethical code of conduct
Ethics training
Ethics officers
Ethical leadership and culture
Three Ethical Principles
Individual Rights
Distributive Justice
Utilitarianism
Values Congruence
where two or more entities have similar value systems
Problems with incongruence -Incompatible decisions -Lower satisfaction and commitment -Increased stress and turnover
Benefits of (some) incongruence -Better decision making (diverse values) -Enhanced problem definition -Prevents “corporate cults”
An organizational with high values congruence – high collectivism, high power distance, high uncertainty avoidance
An organizational with low values congruence – high individualism, low power distance, low uncertainty avoidance
Values and Behavior
Habitual behavior usually consistent with values, but conscious behavior less so because values are abstract constructs
Decisions and behaviors linked to values when: -Mindful of our values -Have logical reasons to apply values in that situation -Situation does not interfere
Schwartz’s Values Model
Conservation - Tendency to preserve status quo
Self-enhancement
Openness to Change - flexibility, a
Self-transcendence- concern to other people’s welfare)