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Ch. 3 Values, Attitudes and Diversity in the Workplace - Coggle Diagram
Ch. 3 Values, Attitudes and Diversity in the Workplace
Values:
Beliefs that specific code of conduct or goals are better than others
Rokeach Value Survey
LO1: Contrast Rokeach's terminal and instrumental values
terminal values:
lifetime goals
instrumental values
: preferable ways of behaving
Hodgson's General Moral Principles
ethics:
morals that guide behaviour and determine right and wrong
magnificent seven:
there are 7 general moral principles
value system:
ranking values based on importance
are formed early on
tend to stable and long lasting
Assessing Cultural Values
Hofstedes' Framework for Assessing Cultures
analyses variations among cultures
1. power distance:
extent to which a society accepts unequal distribution of power
individualism vs. collectivism
individualism:
act as individuals
Collectivism:
expects group to look after and protect them
masculinity vs. femininity
masculinity:
favours masculine work roles and assertive and materialistic values
femininity:
men and women are equal
4. Uncertainty avoidance:
extent to which a society tries to avoid uncertain situations
Long-term vs. Short-term orientation
long term orientation:
emphasis on traditional values
short term orientation:
emphasis on present, accepts change
Indulgence vs. restraint
indulgence:
encourage gratification of needs
restraint:
control gratification of needs
The GLOBE Framework for Assessing Cultures
adds dimensions like humane orientation and performance orientation
humane orientation:
degree to which a society rewards being generous and kind to others
performance orientation:
degree to which a society encourages and rewards performance and excellence
LO2: Describe Hofstede's value dimensions for assessing cultures
Values in the Canadian Workplace
Generational Differences
each generation has its own set of values
LO3: Identify unique Canadian values
kind
respectful
inviting
Cultural Differences
Canada is multicultural so there are tensions betweem certain cultures and races
positive results when individual and org. values align
Attitudes:
positive or negative feelings about things
LO4: Understand the 3 components of an attitude
1. cognitive component:
opinion or belief
2. Affective component:
emotional of feeling part
3. behavioural component:
intention to behave a certain way
Job Satisfaction:
how much someone likes their job
LO5: Describe key attitudes that affect organizational performance
positive = high satisfaction
negative= low satisfaction
What Causes Job Satisfaction?
LO6: Summarize the main causes of job satisfaction
Job Conditions
nature of work is important
relationship with co-workers
managers
Personality
core self-evaluations (CSE):
conclusions people have about themselves
Pay
effect is smaller once you are comfortable financially
Job Satisfaction and Productivity
LO7: Identify the main consequences of job satisfaction
better performance
more effective
more productive
Job Satisfaction and Organizational Citizenship Behaviour
job satisfaction is big part in OCB
job satisfaction leads to OCB due to trust
personality leads to OCB
when coworkers support each other this leads to more OCB
receiving positive feedback on their OCB leads to more
Job Satisfaction and Customer Satisfaction
employee satisfaction related to positive customer outcomes
Life Satisfaction
attitudes and experience spill over into job
job satisfaction leads to life satisfaction
How Employees Can Express Dissatisfaction
LO8: Identify 4 employee responses to job dissatisfaction
exit:
actively looking to leave
voice:
actively trying to improve conditions
loyalty:
passively waiting for conditions to improve
neglect:
passively allowing conditions to worsen
all of these can lead to absenteeism and turnover
Counterproductive Work Behaviour (CWB):
actions that hurt org.
Absenteeism
negative relationship with satisfaction and absenteeism is weak
Turnover
low job satisfaction is best predicter of intent to leave
affected by other job prospects
also occurs when employees have skills that are in demand
reduce by improving employee connection to job and community
job satisfaction predicts CWB
employees should try to correct the dissatisfaction rather than control responses
Organizational Commitment
: degree to which an employee identifies with org. and its goals
affective commitment
: persons emotional attachment to an org. and a belief in its values
normative commitment:
sense of obligation to stay with org.
continuance commitment:
basing decision to stay with org. based on costs of leaving
positive relationship between job productivity and org. commitment
negative relationship between absenteeism and turnover
Job Involvement
: degree to which person identifies with job, participates in it, and considers performance important
psychological empowerment:
degree to which employee believes they have influence at work
Perceived Organizational Support (POS):
degree to which employees believe the org. values their contribution and cares about well being
important in countries with low power distance
Employee Engagement
: persons involvement, satisfaction, and enthusiasm for work
increase customer satisfaction and profits
decrease turnover and accidents
there is too much engagement
Managing Diversity in the Workplace
Effective Diversity Programs
LO9: Describe how organizations can manage diversity effectively
encourage fair treatment of people
teach how a diverse workforce is better able to serve diverse market of customers
bring out skills of all workers, differences in perspective can be valuable
protected groups:
women, disabled people, aboriginals, and minorities
Cultural Intelligence (CQ):
ability to identify someone's behaviours are individual or cultural
LO10: Identify the benefits of cultural intelligence
makes it easier to adjust to the demands of foreign assignments
cultural code switching
: ability to modify behaviors to accommodate cultural norms
Is Job Satisfaction a North American Concept?
no, other cultures form judgements of job satisfaction
Are Employees in Western Cultures More Satisfied with Their Jobs?
exposure to diverse ways of life may affect job satisfaction
no, not necessarily
Is Diversity Managed Differently across Cultures?
yes
surface level diversity:
differences in characteristics that may trigger stereotypes
deep-level diversity:
differences in values and personality