Chapter 3

Values, Attitudes, and Their Effects in the Workplace

Values

ValuesBasic convictions about what is important

to the individual They contain a judgmental element of

what is right, good, or desirable.

Values

Types of valuesTerminal: Goals that individuals would like to

achieve during their lifetime Instrumental: Preferable ways of behaving

Importance of valuesValues generally influence attitudes and

behaviour.

Values vs. Ethics

EthicsThe science of morals in human conductMoral principles; rules of conduct

Ethical Values are related to moral judgments about right and wrong

A Framework for Assessing Cultural Values

Hofstede’s DimensionsPower Distance Individualism Versus CollectivismQuantity of Life Versus Quality of LifeUncertainty AvoidanceLong-term versus Short-term Orientation

Exhibit 3-2 Examples of National Cultural Values

Canadian Values

The Elders – over 50The Boomers – born mid 1940’s to mid-

1960’sGeneration X – born mid 1960’s to early

1980’sThe Ne(x)t Generation – born between

1977-1997

Canadian Social Values

The Elders Those over 50 Core Values: Belief in order, authority, discipline,

and the Golden Rule

The Boomers Born mid-1940s to mid-1960s Autonomous rebels, anxious communitarians,

connected enthusiasts, disengaged Darwinists

Canadian Social Values

Generation X Born mid-1960s to early 1980s Thrill-seeking materialists, aimless dependents,

social hedonists, new Aquarians, autonomous post-materialists

The Ne(x)t Generation Born between 1977 and 1997 “Creators, not recipients” Curious, contrarian, flexible, collaborative, high in

self-esteem

Francophone and Anglophone Values

Francophone Values

More collectivist or group-oriented

Greater need for achievement

Concerned with interpersonal aspects of workplace

Value affiliation

Anglophone Values

Individualist or I-centred

More task-centred

Take more risks

Value autonomy

Canadian Aboriginal Values

More collectivist in orientationMore likely to reflect and advance the goals

of the communityGreater sense of family in the workplaceGreater affiliation and loyaltyPower distance lower than non-Aboriginal

culture of Canada and the U.S.Greater emphasis on consensual decision-

making

Exhibit 3-3 Ground Rules for Aboriginal Partnerships

Modify management operations to reduce negative impact to wildlife species

Modify operations to ensure community access to lands and resources

Protect all those areas identified by community members as having biological, cultural and historical significance

Recognize and protect aboriginal and treaty rights to hunting, fishing, trapping and gathering activities

Increase forest-based economic opportunities for community members

Increase the involvement of community members in decision-making

Canadian and American Values

Canadian Values Protectionist business

environment Personality: more shy

and deferential, less violent, more courteous

More rule-oriented Peace, order, equality Uncomfortable

celebrating success, play it down

American Values Greater faith in the

family, the state, religion, and the market

More comfortable with big business

Intense competition in business

Individuality and freedom

More comfortable with the unknown and taking risks

East and Southeast Asian Values

North America

Networked relations: based on self-interest

Relationships viewed with immediate gains

Enforcement relies on institutional law

Governed by guilt (internal pressures on performance)

East and Southeast Asia

Guanxi relations: based on reciprocation

Relationships meant to be long-term and enduring

Enforcement relies on personal power and authority

Governed by shame (external pressures on performance)

Attitudes

Positive or negative feelings concerning objects, people, or events.

Less stable than values

Types of Attitudes

Job Involvement . . . measures the degree to which a person identifies

psychologically with his or her job and considers his or her perceived performance level important to self-worth.

Organizational Commitment . . . 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.

Canadian Job Satisfaction

In 1991, 62 per cent of employees reported they were highly satisfied with their jobs, compared to just 45 per cent in 2001.

Almost 40 percent of employees would not recommend their company as a good place to work.

40 percent believe they never see any of the benefits of their company making money.

Almost 40 percent reported that red tape and bureaucracy are among the biggest barriers to job satisfaction.

55 percent reported that they felt the “pressure of having too much to do.”

Job Satisfaction and Employee Performance

Satisfaction Affects Individual ProductivityOrganizational ProductivityAbsenteeismTurnoverOrganizational Citizenship Behaviour

Expressing Dissatisfaction

ExitVoiceLoyaltyNeglect

Summary and Implications

Values strongly influence a person’s attitudes. An employee’s performance and satisfaction

are likely to be higher if his or her values fit well with the organization.

Managers should be interested in their employees’ attitudes because attitudes give warning signs of potential problems and because they influence behaviour.